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Apply for high-paying remote Senior Vice President of Technical Management role. If you want to own the own the architecture and technical direction of a multi-million dollar per year enterprise software product apply now.

Senior Vice President of Technical Management

$ 400k USD/year  $ 200 USD/hour   40h/week   Remote Position   Long-term

We are looking for candidates that share our passion for designing great software. We believe that most companies do a lousy job on such an essential function, wandering into poor technology solutions and not being willing to make the hard decisions up front. Our engineers understand that the core of superior design is knowing what problem the product solves and starting from the standpoint of the customer experience. A candidate who knows how to use their technical skills to translate this understanding into a data structure that creates excellent software product design is the perfect fit. If you are an existing VP of Software Architecture, a Chief Architect, or CTO who shares this passion and belief, then this role is for you.

APPLY NOW
 
 
 
 
WHY CROSSOVER?
Crossover is the engine room that supplies the people, playbooks, and platforms to power the fastest growing private equity enterprise software portfolio in the world. No other company gives you the opportunity to test yourself on the depth and diversity of software projects that we do. All roles are location independent so you are guaranteed to work with the best in the world. Challenge yourself. Be part of the change.
 
 
WHAT YOU'LL BE DOING

 

As SVP of TPM you will work with the heads of product lines, the CEO and senior stakeholders to determine the direction and the next thing the organization should be working on.

You will be writing high-level specifications for functionality, setting the high-level technical vision, and guiding the process to excellence.

You will be exposed to different types of enterprise software with very different architectures, working on all the products in the ESW Capital portfolio.

As companies are acquired, you will be driving all improvements in products going forward. The size of the company and the number of products is what makes this opportunity exciting and something you won’t find anywhere else.

You will guide architecture and architectural decisions.  You are not spending all your time managing software architecture managers.

You will build software products people want to use not products they have to use.  You will need to use a different way of working that requires you to be deliberate in your communication and planning.

You will need to be conceptual, determining the big picture pattern of what the product will be doing, where is it heading and what changes should be implemented.

Your measurement of success will be:

  • Do the new features drive adoption and satisfaction, and revenue?

  • Are they differentiated features that are of interest?

REGISTER FOR A HIRING TOURNAMENT



A hiring tournament is an online event where we conduct all relevant testing for a role on the same day. Once we have graded submissions you will be notified if you have made it to the next round which is an interview with a hiring manager.

 
 
KEY RESPONSIBILITIES

Create simple and clear architecture specs

Hire, manage and coach Vice Presidents of Technical Product Management

Create, standardize and drive an ideation process producing market-defining, technology-fueled, differentiated products delivering measurable customer value

Ability to build “expert level” knowledge in a technical domain area Set and maintain the quality bar for product specifications favoring simplicity and clarity and removing distractions, over-architecture, and bad design decisions

Synthesize inputs, communicate strategic direction, and validate assumptions with internal and external stakeholders

Establish feasibility with Engineering teams early in the process to avoid delays and last minute scope change
 
CANDIDATE REQUIREMENTS

Bachelor's Degree in Computer Science is absolutely mandatory, (M.Sc. or PhD preferred)

15+ years of hands-on production code development and architecture design in Java or C# on a commercial SaaS product or end-user software supporting a service offering

5+ years of recent hands-on experience defining and owning the tactical and strategic technical definition and design of software products for an engineering team to code and test

Extensive experience communicating requirements in writing and using diagrams (such as architecture diagrams, data flows, and system component diagrams)

New product introduction experience with startups or new/1.0 products within larger companies

Experience with the software development tools/platform space is a nice-to-have along with product management of products used by Fortune 500 sized companies
PROJECTED CAREER PATH


Role Technical Product Manager Vice President of Technical Product Management Senior Vice President of Technical Product Management Executive Vice President of Technical Product Management
Compensation $50/hr (~$100k/yr) $100/hr (~$200k/yr) $200/hr (~$400k/yr) $400/hr (~$800k/yr)
Role Type Individual Contributor Individual Contributor Individual Contributor and Team Lead Individual Contributor and Team Lead
A good fit for... Technically strong, hands-on senior developers who are interested in a career progression in Technical Product Management but have no Product Management experience.

They care a lot about creating simple, clean software. They have opinions about what makes a great API, database schema, algorithm implementation, rollout procedure, monitoring strategy, etc.
Architects and senior developers who have experience making core technical decisions AND can describe simple solutions to complex problems by using high-level architectural patterns.

They have strong (and well informed) points of view about when to use different technologies, they like to make bold decisions that control scope in order to simplify things, they enjoy designing solutions that minimize the code to be written.
Experienced architects at larger established tech companies who have both deep technical experience and some management experience.

They simplify architectures and make scope decisions.

They are great communicators who see writing technical specs much like writing code. They enjoy developing talent on a team by giving clear and frequent feedback.
Experienced product leaders at larger established SaaS companies who have deep technical experience coupled with strong business acumen.

They stay abreast of emerging technologies and visualize how to apply them to create compelling differentiated value.

They are industry luminaries, thought leaders and technology evangelists.
They have a blog with a sizeable following, author well-known books and articles in prominent media, or routinely speak and lead workshops at major conferences.
Core Deliverables Create L1 Specs
That define implementation-level technical design and Acceptance Criteria
Create L2 Specs
That make the Important Technical Decisions regarding Scope, Implementation, and Acceptance Criteria
Hire and Grow Vice Presidents of TPM

Set the technical vision, product strategy and core approach across multiple releases
Hire and Grow Senior Vice Presidents of TPM

Work with industry leaders to create a technology vision.


 
 
WHAT CROSSOVER MEMBERS SAY ABOUT THIS ROLE

WHAT CAN YOU EXPECT TO LEARN IN THIS ROLE?

Our investment in you begins with an initial 30 day paid training session.

You will learn valuable fundamental skills around how to interview subject matter experts, determine which ideas are most important, and simplify those in writing as concise technical decisions. We build on these skills throughout the training and learn to combine them effectively to create effective product specifications. And finally, you will tackle a capstone project under real-world working conditions.

Throughout your training, you will get daily feedback to accelerate learning and growth far beyond typical classrooms or training programs.
 
 
 

Work Examples

Here are two architecture playbooks that have been produced by existing members of our TPM organization on some of the latest technologies. These are both examples of what this role produces as well as valuable guides you can use to apply these patterns in your own designs2

Pane 1

My_Important_File.pdf

Analysis.doc

How to build a City

Tony Hawk Blog

Google

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Sample Link to Pane 1

Pane 2

My_Important_File.pdf

Analysis.doc

How to build a City

Tony Hawk Blog

Google

Picture

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Relevant Files and Links  google site

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Questions
and Answers

  • What does a good technical product manager look like?

    TPMs should be super-technical and great at connecting the CORE of the software's design decisions to the way that those decisions allow the product do the "important thing" in the best way possible. They focus on data structures & algorithms, not slick UI/UX. They write their logic/rationale down so it can be vetted by healthy debate - or at least understood! They engage directly on the important topics. They spec important product simplifications ("nNon-fFeatures") as often as they spec the “Mmust-hHave Features”.

  • In a few words - would you be able to describe a day of work as a VP of TPM?

    If I had to succinctly describe it, I would say that the main thing VP of TPMs do each day is to focus on a "thing" that needs a solution. It may be a data structure or an algorithm for a brand new product. It may be how to change an existing codebase to adopt some new technology component that will make the product much better, or retire a bunch of low-value code, or a variety of other problems we are trying to solve. TPMs write down their thinking/logic in the most succinct and clear way possible. They work with other people (global/remote) to ask questions in order to get peer-feedback, and feedback from their manager.

  • How many products does each role manage? What’s the typical size of each product team?

    We don't limit the number of products that TPMs work on in that way.They generally work on one product at a time, and once finished solving that problem/design, they move onto another product. They may come back to a product too. We want TPMs to have continuous learning. By doing this our TPMs learn many new technologies, design patterns and& Aarchitectures, iIndustries, and Bbusiness Mmodels, etc. We have designed our oOrganization and pProcesses so that this works. We like people on the team being able to contribute their work and ideas in a fluid manner,in the samesort of the way that great, high-caliber engineering teams can all work on many different parts of the same codebase. Aas long as they are all of sufficient skill, collaboratitivee, and have the right review/approval process so the, code isn't a complete mess., etc. IYes, Iit may beis slower in the short-term (because of ramp up) but itswe are OK with that because it is better in the long-term. Our Engineering teams generally follow the "2 Pizza Rule" regarding size.

  • How are the teams formed within the actual projects and as VP TPM would I have any influence over the selection of the project I'd be working on?

    Our view is that TPMs (and the TPM Org) should not focus on managing or influencing the engineering delivery team, we leave that to engineering management. Our TPMs focus on making the Important tTechnical dDecisions that in aggregate define “*how tThe sSoftware should work in order to deliver Customer Value”* NOT ON “*how the Engineering Team should work in order to deliver tThe sSoftware”*. An analogy would be that this is similar to the way an Architect's job is to clearly define the important decisions regarding the construction of a building, but isand not part of the buildingon the team that the construction company uses to actually build it.

  • How do you know what insights are important?

    The iImportant dDecisions are always there, and they always get made one way or another. The question is whether they are made deliberately and with the gravity they require, or whether you find out how they were made after it is too late... Our process works to identify these decisions early, invest the necessary time and& skill, drive alignment and& feedback from the parties, and learn and& improve over time. This is a hard problem, but aSO worthwhile one. To do this, TPMs must be very technical and able to explain the reasoning forof their engineering decisions. TPMs need to see the "big picture" and focus on the important capabilities, not the many minor features. TPMs must be fast learners and great writers. TPMs must know the difference between controlling what is truly "iImportant" versus micro-managing engineering (which we do not want to do). This is the core ofto our 30-day CTO Bootcamp process - webootcamp, the focus onf our qQuality bBar, and the goal of our pProcesses.

  • How do you measure success?

    To really do this question justice would be a long answer, but the basic idea is that we define an actual deliverable for TPMs. Theose weekly deliverables are quite structured and we can check the quality of the content within those specs. For example, we evaluate how "Important" the content is, how correct the "Technical" content is, and how clear and justified the rationale for the decision is - the "Decision". We call each of those things ITDs, and TPMs get feedback on the quality of their work. So, by measuring the Quality and the Quantity of work, we drive to a measure of success. In the longer term, we also get to measure how well those decisions played out in the real worldreal-world., and that also helps us measure success. too.

  • How does the TPM organization fit within the rest of the organization?

    Our approach to Product Management is heavily tTechnical, and that is because of our belief that the most important thing is mapping the customer problems to a 10x better engineering solution to that problem. We try to simplify and make the core of the product 10x better instead of chasing every little feature that competitors do, or developing piles of minor features from the backlog. That said, yes, we also do need to send the core messages to marketing for example andso they can do lead generation, or sales,so they can do their job etc. Those core messages do start with the TPM team.

 
 
 
FAQs