1. Shape the Program

• Translate the two initiative objectives into one executable program structure with clear workstreams, milestones, owners, assumptions, success criteria, and decision points across both Greenfield delivery and Registry modernization.
• Define the scope boundaries between the TPM, engineering, product, architecture, platform, operations, and business stakeholders so accountability is explicit from the start and delivery does not rely on informal coordination.
• Create and maintain the integrated roadmap, identify the critical path, and make visible where staffing, technical decisions, sequencing trade-offs, or leadership support are required before delivery can progress safely.

2. Drive End-to-End Delivery

• Own the integrated plan from status-baselining through design, execution readiness, rollout, stabilization, and handover across both initiatives.
• Coordinate internal teams and external contributors across the two initiatives rather than allowing Greenfield and Registry to drift into separate, unconnected delivery rhythms.
• Ensure delivery activities include business readiness, change management, release and cutover readiness, operational validation, and follow-through after milestones rather than stopping at technical implementation.

3. Manage Risks, Issues, and Dependencies

• Maintain one transparent view of risks, actions, issues, dependencies, and decisions across both initiatives, including shared capacity constraints, sequencing risks, and leadership decisions.
• Surface delivery blockers early, especially where lender-scope choices, legacy integration, RBAC, staffing, Infinity dependencies, performance concerns, feature-flag readiness, or EC2-decommission prerequisites could delay execution.
• Escalate with clear recommendations and path-to-green options, not just status reporting, and follow through until blockers are resolved.

4. Establish Program Governance

• Set up lightweight but rigorous governance appropriate to a program that includes active product delivery, platform modernization, staffing dependencies, and executive decision points.
• Own the integrated plan, RAID log, dependency map, decision log, stakeholder map, executive status view, and workstream-level readiness checkpoints for both initiatives.
• Keep governance focused on faster decisions, better sequencing, and delivery discipline rather than on meeting overhead or administrative reporting.

Expected Deliverables

• Program charter for the TPM scope, including objectives, boundaries, governance, workstream model, and success measures.
• Current-state assessment and delivery framing for Greenfield integration and CMS Registry app-stack modernization, including assumptions, constraints, path-to-green items, and key unresolved questions.
• Integrated delivery plan with workstreams, milestones, dependencies, owners, and critical-path visibility.
• RAID log and decision log with clear ownership and due dates.
• Rollout and readiness approach covering communications, operational readiness, deployment or cutover planning, validation, fallback thinking, and post-release follow-up.
• Executive-ready status reporting that clearly distinguishes progress, risk, blockers, and leadership asks.

• Strong technical program management experience leading multi-team migration or transformation programs in complex technology environments.
• Demonstrated ability to take over initiatives with mixed status, identify the path to green, and align teams around realistic recovery, sequencing, and decision plans.
• Experience in technology organizations with meaningful engineering, platform, architecture, and operational dependencies rather than only in purely business-change programs.
• Willingness and ability to travel to Toronto, Canada, approximately once per month when needed to support stakeholder alignment and delivery cadence.
• Experience in steering initiatives that combine transformation delivery, modernization work, stakeholder management, operational readiness, and controlled rollout.
• Ability to work credibly with senior engineers, architects, product leads, operations, security, and business stakeholders without becoming dependent on one function to drive the program.
• Clear evidence of handling risks, dependencies, scope trade-offs, and cross-team conflicts in real delivery situations rather than only in framework-driven PM environments.
• Strong written and verbal communication, including concise executive reporting and decision framing.