Staff Technical Program Manager
Insurance underwriting runs on human judgment, manual workflows, and knowledge locked in someone's head. It breaks when that person leaves and doesn't scale when the book doubles.
Sixfold is building AI agents that understand risk the way a 20-year veteran underwriter does. Not summaries or flags, but systems that make real decisions on billions in premium for some of the world's largest carriers. AI is the product and the workflow. The Customer Success Manager is the person carriers trust to make sure it all delivers.
At Sixfold, being our Staff Technical Program Manager means owning the infrastructure that lets AI systems make real decisions on billions in premium and knowing exactly why something breaks when it does.
About the Role
In this role, you will:
- Become an active, valuable member of the Senior Technical Leadership Team. Report to the CTO and and work closely with technical leadership to understand what's happening across the company and provide support and input to key technical decisions.
- Orchestrate the full product delivery for our largest and highest-value initiatives. Own end-to-end program management across the entire org. Work directly with engineering, product, and design leads and ICs to understand product direction and technical architecture, participate in project and capacity planning, review product and technical specs, and identify dependencies and risks early. Be an active unblocker when issues arise.
- Align engineering, product, and go-to-market teams. Serve as the connective tissue between Engineering, Product, Customer Success, and Sales. Translate technical realities into language each team can act on. Make sure no important decision falls through the cracks and risks are owned/mitigated.
- Run program governance with discipline and minimal overhead. Own weekly program reviews, cross-functional working sessions, and executive status updates — keeping each meeting focused on the specific items that require leadership attention.
- Build lightweight, durable program infrastructure. Design and own the minimum viable set of processes, tools, and tracking systems that keep programs running: roadmap and backlog planning, milestone tracking, dependency maps, risk registers, and executive dashboards. Processes should be owned and evolvable by teams, not dependent on you.
- Drive operational programs within Tech and across the company. This could include managing the corporate and tech OKR processes, supporting 3-6 month planning horizons, continuing the org’s broader push toward agentic ways of working, etc. In general, staying plugged in and jumping in where you can add the most value.
What Success Looks Like