Management & Leadership Jobs in San Miguel de Tucumán, Argentina (Now Hiring) — 10 open

Position: Tech Lead, Project Management

Department: Product Development, Technology

Position Summary

The Program Management Lead builds and runs a small, centralized PMO function dedicated to cross-LOB technology programs, that is, any initiative that spans more than one Line of Business, more than one team, or needs a neutral, program-level owner rather than sitting inside a single group. This is a hybrid role, split roughly 50/50 between people management and individual contribution. On the people management side, the Lead hires, coaches, and manages a team of two Senior Program Managers and is the primary point of accountability for reporting program health to senior leadership and the VP stakeholder group. On the individual contributor side, the Lead personally owns and runs one or more high-priority cross-LOB programs end to end, the same way a Senior Program Manager would, rather than only delegating and overseeing. The portfolio spans any technology initiative leadership needs run in a structured, cross-LOB way, for example: cloud cost management, observability tooling governance, change management process adoption, delivery and quality metrics rollout, and maturity or gap-analysis programs across LOBs. The Program Management Lead reports directly to the Executive Sponsor and acts as an operational right hand, both by running the PMO team and by personally driving the programs that most need a senior, hands-on owner. The ideal candidate combines strong people leadership with solid general technical literacy, is comfortable staying hands-on with program execution rather than only managing through others, and brings an active orientation toward using AI to raise the bar on how the PMO itself operates.

Key responsabilities

Team Leadership (~50%)

•     Hire, onboard, and manage a team of 2 Senior Program Managers, assigning programs based on complexity, LOB exposure, and development needs.

•     Coach the team on program management craft: risk framing, stakeholder management, and how to turn raw tracking data into a decision-ready narrative.

•     Set and review individual and team objectives, and represent the PMO's contribution in performance conversations.

Individual Program Ownership (~50%)

•     Personally own and run one or more high-priority cross-LOB programs end to end, with the same hands-on accountability expected of a Senior Program Manager: scope, milestones, tracking, risk, and stakeholder management.

•     Take direct ownership of the programs that most need a senior, experienced hand, for example a newly scoped initiative that has not yet matured enough to hand off to a Senior Program Manager.

•     Stay close enough to hands-on execution to credibly coach the team, unblock a stalled program personally when needed, and step in and run a program directly during gaps in team capacity.

Portfolio Strategy and Governance

•     Maintain a single, consolidated view of priorities and delivery progress across the full cross-LOB program portfolio, resolving overlaps or duplicated effort before they reach leadership.

•     Decide, in partnership with the Executive Sponsor and relevant CoE or LOB leads, which cross-LOB initiatives merit dedicated Senior Program Manager ownership, which the Lead should run personally, and which need only lighter-touch tracking.

•     Own the candidate project list and intake criteria for the PMO's portfolio, using prior gap-analysis pilots as the reference template for how a program is scoped and onboarded.

•     Establish and maintain the governance cadence for the portfolio: recurring milestone tracking, periodic VP alignment sessions, and a regular gap-analysis review cycle.

Executive Reporting

•     Own the consolidated status narrative and reporting deck across the full program portfolio, ensuring it leads with data and impact rather than an activity list.

•     Act as the primary escalation point when a program-level risk needs to reach senior leadership or the VP group before it becomes a surprise in a leadership review.

•     Translate leadership directives and priorities into concrete portfolio guidance for the Senior Program Managers and for the programs the Lead runs directly.

Cross-Functional Stakeholder Management

•     Serve as the neutral, senior-most program-level partner to whichever leads sponsor a given program, whether a CoE lead, a platform owner, or a LOB engineering lead, ensuring no single group's agenda dominates a shared program.

•     Build and maintain trusted working relationships with VP stakeholders and LOB representatives across the business.

•     Reinforce, in every stakeholder interaction, that the PMO recommends standards and coordination while LOBs and VPs own adoption, sequencing, and capacity.

Process and Infrastructure Ownership

•     Own the standards for how programs are tracked across the PMO: project tracking hygiene, labeling conventions, dashboard structure, and documentation location.

•     Ensure the governance frameworks defined at the CoE or program level are consistently reflected in how the PMO reports progress.

•     Continuously improve the PMO's own operating model based on what is and is not landing with leadership.

AI Adoption and Enablement

•     Set the standard for AI-assisted program management across the team: reporting, dashboard generation, meeting synthesis, and status communication.

•     Identify and roll out AI-powered workflows, templates, and skills that reduce manual effort across the PMO and, where relevant, across the wider engineering community.

•     Stay current on AI tooling available within the company and make pragmatic build-or-adopt recommendations for the PMO.

Qualifications

Required

•     8+ years of experience in program management, project management, or a closely related role, including experience managing or mentoring other program/project managers.

•     Demonstrated people leadership experience: hiring, coaching, and performance management of a small team.

•     Comfortable operating as a working, hands-on manager: willing and able to personally own and run a program end to end alongside managing the team, not only delegate and oversee.

•     General working familiarity with how technology teams deliver work (agile ways of working, release and change processes, quality practices) sufficient to follow and coordinate technical conversations, without needing deep hands-on technical expertise.

•     Experience building or running executive-level reporting for a mid-to-large organization.

•     Practical, hands-on experience using AI tools (such as Claude) to improve reporting, analysis, or team productivity.

•     Proven track record managing a portfolio of concurrent, cross-functional programs with competing priorities and multiple senior stakeholders.

•     Excellent written and verbal communication skills, with the ability to synthesize complex, cross-functional information for VP and executive audiences.

•     Fluent in English, written and spoken, given daily collaboration with cross-geography stakeholders and direct reporting to senior leadership.

Preferred

•     Experience standing up a new PMO function or centralizing program management practice within an organization.

•     General familiarity with delivery and quality metrics (for example deployment frequency, lead time, or similar) at a conceptual level.

•     Experience working across multiple Lines of Business, products, or an equivalent multi-geography environment.

•     Familiarity with project tracking tools (such as Jira), collaboration platforms, and BI/reporting dashboards.

•     PMP, SAFe, or equivalent certification is a plus but not required.