Technology Program Manager

The Enterprise Technology Services organization partners with every part of the American Express business to power the company’s growth and innovation with trust and efficiency, and drive competitive differentiation with speed. We support the delivery and operations of technology, digital, and data capabilities, platforms, and services globally. Specifically, our team is responsible for the company’s technology engineering, architecture, and infrastructure, providing 24x7 support to ensure an uninterrupted, high-quality experience for customers and colleagues. We also provide product management for core enterprise platforms, and lead technology risk and information security, enterprise data governance and platforms, digital product and design, and enterprise AI platforms on behalf of the company.

International Card Services Technology (ICST) supports the technology that enables International Card Services to protect and grow its business across a diverse set of international markets. We work across customer and business domains including Acquisition, Marketing, Sales, Lending, Loyalty and Digital, bringing together ICS priorities with product roadmaps, engineering, enterprise platforms and market delivery.

As ICS grows and our technology landscape continues to evolve, successful delivery increasingly depends on connecting product direction with disciplined execution across multiple teams, platforms and markets. We are therefore looking for an experienced leader who combines strong technology delivery capability with a product-oriented mindset.

The role will drive the successful delivery of priority technology outcomes, ensuring business priorities, customer outcomes, product plans and technology delivery remain aligned. You will work closely with Product, Engineering, Technology Delivery, Operations and Business teams to turn priorities into executable plans, bring teams together around shared outcomes and commitments, and proactively resolve the risks, sequencing decisions and dependencies that could affect delivery.

The role combines technology delivery leadership with a strong product and portfolio management orientation. Candidates may come from a delivery and/or legal entity governance leadership background with strong product management experience, or product leadership with significant accountability for complex technology execution. What matters is the ability to connect product intent and customer value with the planning and execution required to deliver at scale.

Operating within a lean organisation, the role will provide dedicated leadership and focus as demand, delivery complexity and dependencies across platforms continue to increase. It will strengthen delivery confidence while improving how priorities are translated into delivery, how dependencies are managed, and how teams plan and execute together across ICS.

The role will support and strengthen ICS portfolio and product governance, technology delivery, PI Planning, management of risks and dependencies, and coordination across ICS domains and wider enterprise transformation initiatives. 

 

Responsibilities

• Surface trade-offs and sequencing choices across Product, Technology and Business teams, providing clear options and recommendations where priorities, capacity or dependencies cannot all be accommodated.
• Lead and track delivery of priority technology initiatives, aligning delivery plans, priorities and resource allocation with agreed business and customer outcomes.
• Lead and orchestrate Pre-PI Planning, Scrum-of-Scrums, and other cross-team planning and delivery forums, bringing together Product, Engineering, Technology Delivery, Operations, and Business teams.
• Manage impediments, risks, issues, dependencies and resourcing needs across teams and platforms, bringing the right stakeholders together to resolve them and escalating decisions or support required from senior leadership.
• Establish integrated delivery and release plans across teams and platforms so that priorities, dependencies, milestones, and commitments are clear and understood.
• Partner with Product and Business teams to translate product strategies, roadmaps, business priorities and customer needs into executable technology plans, aligning prioritisation, capacity and dependencies across the portfolio.
• Support and strengthen portfolio governance by providing an integrated view of priorities, roadmaps, delivery progress, dependencies, capacity constraints and key decisions requiring leadership alignment.
• Build and deliver clear executive-level communications covering delivery progress, roadmaps, dependencies, pressure points, trade-offs and key decisions requiring leadership alignment or support.
• Build strong stakeholder relationships across Product, Engineering, Technology Delivery, Operations and Business teams, using influence to resolve competing priorities and maintain alignment around shared outcomes.
• Define and continuously improve practical approaches to demand management, capacity planning, delivery governance and tracking, using appropriate measures to improve delivery effectiveness and outcomes. 

Skills

• Delivery & Programme Management – Strong experience leading complex technology programmes and initiatives across multiple teams, from planning through to delivery.

• Agile Delivery – Strong working understanding of Agile ways of working and experience coordinating delivery across multiple teams, including PI Planning or similar planning approaches.

• Risk & Dependency Management – Able to identify risks and dependencies early, bring the right people together to resolve them, and recognise when an issue needs to be escalated.

• Product & Portfolio Management – Strong working understanding of product and portfolio management, including roadmaps, prioritisation, demand management, capacity planning and governance, and how these connect to technology delivery.

• Stakeholder Management – Able to build strong relationships and influence across different teams and levels of the organisation, including where there is no direct reporting relationship.

• Communication – Able to make complex delivery information clear and concise, particularly when communicating progress, risks, trade-offs, and decisions to senior leaders.

• Planning & Prioritisation – Able to bring together business and product priorities, available capacity and delivery dependencies to create realistic plans, make trade-offs visible and support prioritisation decisions.

• Problem Solving & Continuous Improvement – Comfortable working through complex or unclear problems and finding practical ways to improve delivery and ways of working.