Jobs and Careers

Principal Technical Program Manager, Nova Program (Remote)

United StatesRemotefull_timeVerifiedPosted 27 May 2026

💰 $284,000/yr($188,000/yr – $284,000/yr)

About the role

ezCater is the #1 food tech platform for workplaces in the US. The company makes it easy for any organization to manage its food needs and order from over 125,000 restaurants nationwide. For workplaces, ezCater provides flexible and scalable solutions for everything from employee meal programs to one-off meetings, all backed by beyond helpful 24/7 service and business-grade reliability. For restaurant partners, ezCater helps grow their business by bringing them new high-value customers and large orders.

ezCater is executing Nova, a multi-year program to re-platform from a legacy Ruby monolith (ezRails) onto a modern, domain-driven microservices platform (Go, OpenAPI 3.1, Kafka/MSK, Temporal, PostgreSQL on EKS). Nova is organized as a two-tier structure: a Core Team providing strategic and architectural direction, and roughly a dozen domain-aligned Workstreams responsible for building and delivering capabilities. Four workstreams — Golden Path / Core Platform, User/Identity, Payments, and Search & Discovery — are already in active build; additional workstreams (MDM, Order, Restaurants & Menus, Core Events, and others) will come online through Q3 and Q4 2026. We are in the process of hiring and contracting architecture, software engineering and other IC roles in order to spin up these other workstreams, as well as putting into place a formal program management structure in June ’26.

For this, we are looking for a Principal Technical Program Manager to join the Nova Core Team.

This TPM will act as the connective tissue across workstreams. The Core Team sets direction; workstreams own delivery; the TPM makes sure plans are integrated, dependencies are visible, risks are owned, decisions are identified and concluded, and status is honest. Their job is to make the program legible to leadership and unblocked for the teams. Secondly, the TPM must be technically literate and have proven experience in leading a large commerce platform migration, ideally transitioning from monolith to microservicing, such that they are familiar with the common build-and-migrate patterns for this type of migration, as well as challenges.

What You'll Do:

Integrated Program Schedule & Milestone Management

Drive each workstream through milestone planning, baseline, and replan cycles; ensure capability milestones, dependencies, and target dates are clearly documented and current.
Manage the critical path and surface schedule risk early; partner with workstream tech leads to negotiate trade-offs when a milestone slips.
Maintain the Work Breakdown Structure (WBS) from workstream → capability → milestone, and keep the program schedule and goals-to-milestones mapping in sync.

Cross-Workstream Dependency Management

Identify and track cross-workstream dependencies (e.g., User/Identity ↔ Payments on user-payment-method association; MDM ↔ User/Identity on user authority; Golden Path ↔ every downstream workstream on the cookie-cutter service template).
Drive stub/contract-first patterns so workstreams can move in parallel rather than serially; escalate to the Core Team when a dependency becomes a blocker.
Run the cadence (working sessions, design reviews, integration checkpoints) needed to keep dependencies from slipping.

Resource Management & Staffing Coordination

Maintain the program-wide view of resourcing across all workstreams — FTE allocations, contractor placements (BairesDev, Slalom, and others), and open roles — and keep the picture current as workstreams ramp.
Surface resource bottlenecks early: where a workstream is under-resourced for its scope, where a critical hire is gating downstream velocity (e.g., AI DX Lead, Platform SEM, workstream tech leads), and where contractor capacity is outpacing the team’s ability to absorb it.
Partner with workstream tech leads and the hiring side of the org to coordinate onboarding of new FTEs and contractors — ensuring access, ramp plans, and first assignments are in place so people are productive in weeks, not months.
Track contractor engagements (start dates, end dates, scope, renewal decisions) and ensure transitions in and out of the program don’t leave knowledge gaps.

Status, Risk, and Communications

Own the Nova program Heartbeat report (biweekly written status to stakeholders) and the weekly executive roll-up — assemble inputs from workstream leads, draft, and publish.
Maintain the RAID log (Risks, Assumptions, Issues, Dependencies) and the risk register; ensure risk owners are named, mitigation plans are current, and escalations happen on time.
Run the Core Team cadence: agendas, decisions, action items, follow-through; make sure decisions are docum