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Agent guide: [/agents.md](https://www.wearedevelopers.com/agents.md). --- # Principal Technical Program Manager - **Company:** Veir, Inc. - **Location:** Woburn, United States - **Experience:** Expert - **Salary:** $170,000.0 - $200,000.0 - **Contract:** Temporary contract - **Skills:** Data Centers, System Testing - **Published:** September 4, 2026 - **Apply:** https://startup.jobs/principal-technical-program-manager-veir-company-9835332 ## About the Role * 10+ years of technical program management experience in hardware product development, with clear ownership of programs from concept through volume production. * Deep working knowledge of a phase-gate or stage-gate product development process, and demonstrated ownership of gate readiness and deliverable compliance. * Strong technical foundation - able to engage credibly on electrical, mechanical, thermal, and systems-level engineering trade-offs. Power electronics, low- and medium-voltage systems, cabling, or superconducting systems experience strongly preferred. * Proven experience building and owning integrated master schedules across engineering, product management, supply chain, manufacturing, and operations. * Demonstrated ability to identify cross-functional interdependencies and anticipate risk before it becomes schedule impact. * Track record of leading and influencing matrixed teams and holding senior technical stakeholders accountable without formal authority. * Exceptional communicator - drives clarity, resolves conflict, and escalates cleanly with a recommendation. * Bachelor's degree in engineering; advanced degree a plus. Preferred * Prior people management experience leading program or project managers. * Experience taking a first-of-a-kind hardware product from prototype to manufacturing readiness at a startup or scaling company. * Experience with grid infrastructure, transmission, utility, or data center power equipment. ## Description The Principal Technical Program Manager owns end-to-end execution of VEIR product development, from ideation through at-scale production and deprecation, against VEIR's Product Development Process. This role is accountable for the integrated product development schedule, Exit Gate readiness, and the cross-functional interdependencies that determine whether we hit our milestones. It is the most technically senior program role at VEIR: deep enough to challenge engineering trade-offs on their merits, and broad enough to see how a decision in one discipline lands three functions downstream. The role leads the Technical Project Managers and sets the technical program management standard for the company. Technical program management at VEIR is an active, challenging function, not a reporting one. The Principal Technical Program Manager sets that expectation and backs the Technical Project Managers when they push on a plan that does not hold up - and is the escalation point when a functional lead resists the challenge. When a test fails or a program misses, this role is accountable for ensuring the investigation converges and a credible recovery plan closes it out., Product Development Program Ownership * Own end-to-end delivery of assigned products through PDP Phases 0-6: ideation, requirements and concept design, preliminary design and prototype testing, detailed design and integrated system testing, product launch and manufacturing readiness, at-scale production and sustain, and deprecation. * Build and own the integrated product development schedule, defining milestones, dependencies, and the critical path across engineering, product management, supply chain, manufacturing, quality, and operations. * Own Exit Gate readiness - confirm deliverable requirements are defined by the cross-functional team, tracked, and genuinely met before a program advances, and run the gate review. * Support Product Management in the decision making process for system level trade-off decisions , and tracking the evaluation of identified improvements: what requirement are we solving, what customer value does it create, what does it cost in time and risk, and is good enough already available? Cross-Functional Execution & Interdependencies * Own the integrated view of engineering, product management, supply chain, manufacturing, and operations deliverables - taking planning and tracking burden off functional leads so they can focus on the technical work. * Map cross-functional interdependencies rigorously and continuously; make the second- and third-order effects of a schedule change visible before the change is made. * Drive schedule adherence with clear owners and dates, and hold the organization accountable to commitments made. * Partner with the Principal Commercial Program Manager to confirm design maturity and hardware availability before VEIR quotes a customer commitment, and to ensure installation, commissioning, and O&M documentation is delivered with the hardware. Risk & Leadership * Anticipate risk ahead of the team - look around the corner, pressure-test assumptions, and bring mitigation options rather than surfaced problems. * Own the product program risk register and drive mitigation to closure. * Ensure root cause investigations following test failures or escapes are convened, converge on an answer, and close with a credible recovery plan - Engineering owns the technical conclusion, this role owns that it happens and holds. * Require contingency planning on critical path items so programs have a validated Plan B before they need one. * Lead, coach, and develop the Technical Project Managers; set the standard for planning rigor, technical challenge, communication quality, and follow-through - and back them when a challenge meets resistance. * Communicate program status, risk, and required decisions clearly to the executive team, and escalate with a recommendation attached. Primary Interfaces * Technical Project Managers - direct reports - day-to-day program execution and deliverable tracking * Engineering leads (Cryogenics, Cables, Terminations, Controls) - technical scope, resource forecasts, and deliverable commitments * Product Management - requirements, roadmap sequencing, and gate criteria * Supply Chain, Manufacturing & Operations - deliverable planning, build readiness, and production ramp * Principal Commercial Program Manager - design and hardware readiness for customer commitments, and field documentation * VP, PMO and executive team - program status, escalations, and key decisions, * Every active product program has an integrated, maintained schedule with a defined critical path and named deliverable owners. * Exit Gate reviews are substantive - deliverables are defined up front, tracked, and met, and gates are not passed on optimism. * Cross-functional interdependencies are documented and actively managed; schedule surprises become rare. * Engineering, supply chain, manufacturing, and operations leads report that planning and tracking burden has meaningfully decreased. * The Technical Project Managers are operating to a consistent, high standard of planning and communication. ## Related Videos - [How To Test A Ball of Mud](https://www.wearedevelopers.com/videos/173-how-to-test-a-ball-of-mud) - [The Sustainability Race: AI's Promises, Pitfalls and Potential](https://www.wearedevelopers.com/videos/100155-the-sustainability-race-ai-s-promises-pitfalls-and-potential) - [Valven Atlas: Engineering Intelligence That Delivers](https://www.wearedevelopers.com/videos/1660-valven-atlas-engineering-intelligence-that-delivers) - [How I Built QA from Scratch in a Scaling Startup - no fluff real life story](https://www.wearedevelopers.com/videos/2041-how-i-built-qa-from-scratch-in-a-scaling-startup-no-fluff-real-life-story) - [Building the Nervous System of AI - Michael Kagan (NVIDIA)](https://www.wearedevelopers.com/videos/2133-building-the-nervous-system-of-ai-michael-kagan-nvidia) - [Building a hypercar from scratch](https://www.wearedevelopers.com/videos/607-building-a-hypercar-from-scratch) ## Related Articles - [How We Built a Worry-Free System That Runs for 10+ Years – And What We’d Do Again](https://www.wearedevelopers.com/magazine/751-how-we-built-a-worry-free-system-that-runs-for-10-years-and-what-we-d-do-again) - [From developer to manager – what does it take to become an engineering manager?](https://www.wearedevelopers.com/magazine/42-from-developer-to-manager-what-does-it-take-to-become-an-engineering-manager) - [Should Tech Managers Be Developers First? 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