We're hiring a full-time Technical Project Manager to work remotely, open to applicants anywhere. The role pays up to $105,000 a year and reports to project and product management. The team ships on a regular cadence rather than working through occasional one-off builds, so this is steady, ongoing coordination work rather than a single project with an end date.
What you'd own
- Plan and coordinate software development projects from kickoff through release
- Translate technical requirements into terms non-engineering stakeholders can act on
- Manage timelines, risks, and communication across engineering and the rest of the business
None of this happens through status dashboards alone. It usually means sitting in on engineering conversations early enough to catch a risk before it's already baked into a sprint commitment.
One recent stretch on this team involved a vendor changing an authentication protocol mid-integration, which pushed a planned release by ten days. Engineering understood the change immediately. Sales, who had already told a client a date, did not do so. Bridging that gap, without either sugarcoating the delay or panicking the client, is exactly what this job asks for. Getting that message right on the first try usually saves a week of follow-up calls trying to walk it back.
Skills we're screening for
Technical project planning sits at the center, backed by a working grasp of how software actually gets built, tested, and shipped. Jira comes up constantly, since it's the tool this team runs its whole workflow through.
- Technical project planning for software teams
- Software development lifecycle knowledge
- Daily fluency in Jira, including custom workflows and sprint boards
- Stakeholder communication across technical and non-technical audiences
- Risk management, spotting scope or schedule risk early
Stakeholder communication deserves its own note. It's less about writing a polished update and more about knowing which three sentences a busy VP actually needs before they stop reading.
Where we'll flex
Time in an agile or Scrum-run engineering team is a plus, since Jira habits and sprint rhythm differ meaningfully from waterfall tracking. Basic comfort with concepts such as APIs, staging environments, and deployment pipelines helps, even without hands-on engineering experience. Someone who's steered a project through a legacy-system migration will likely recognize much of what this role entails. A history of managing a multi-team release calendar in which more than one product ships on overlapping schedules is another strong signal.
What gets you in the door
Engineering or computer science coursework at the college level, or an equivalent technical degree, covers the education side of things. On the experience side, we're specifically looking for 3 years spent running technical or software projects, not general project coordination that occasionally touched a tech team. That distinction tends to emerge naturally once we ask about a specific engineering trade-off you've had to explain to someone outside the team.
Working knowledge of how software gets developed isn't optional here; it's assumed from day one. Candidates coming from purely non-technical project backgrounds sometimes need a stretch to adjust to engineering's pace and vocabulary, and that's a fair thing to name in an interview rather than paper over. What we're mainly checking for is whether you can hold your own in a room full of engineers without needing everything translated for you first.
Pay and benefits
Base salary runs up to $105,000 annually, which falls well within typical remote technical project manager salary figures for someone at the three-year mark. Salary reviews happen on a set annual schedule rather than through case-by-case negotiation.
- Health coverage
- Paid time off
- 401(k) matching
- Performance bonuses
- An employee assistance program covering mental health and general wellbeing support
The assistance program isn't a token line item. Running multiple engineering teams with overlapping deadlines is genuinely demanding, and having a real support resource behind it matters more than it might look on paper. Bonus payouts here track release outcomes rather than a fixed percentage, so a clean quarter of shipping tends to show up in the number.
How the team actually runs
Naukri Mitra places candidates in technical project manager roles worldwide, and this particular seat is on a fully distributed team with no central office. Standups, planning sessions, and stakeholder check-ins happen over video or async messages, which means a clearly written ticket does much of the work that a hallway conversation would handle in person. People who write well tend to underrate how much that skill matters in a setup like this.
The rhythm shifts across the sprint. Early days lean toward sequencing and meetings. Release days lean toward watching dashboards and making fast calls if something breaks after deployment. People moving into this kind of role from a general project management background usually need to sit through a handful of real releases before that shift stops feeling chaotic and starts feeling like just another Thursday.
Applying
Give us one project where the technical scope shifted partway through, and walk through exactly how you communicated that shift to the people who weren't in the room for the technical decision. Include team size and release cadence if you have them; both help us calibrate quickly. Skip the general project-management résumé summary; a specific story does more for your application than a list of methodologies you're familiar with.
If you've worked a fully remote or work-from-home technical project manager role before, say so, and name the tools that kept your distributed team in sync. A first conversation typically covers your technical background and working style with engineers, and a second one walks through a specific timeline or scope scenario close to what this role handles. Start date has some flexibility for the right person, and questions about how the team operates are welcome before you send anything in.
