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The Feasibility team, within Planning and Design, NA Operations Engineering, GES, is looking for an experienced Principal Technical Program Manager to lead its portfolio management function.
The Feasibility team owns two critical mandates: (1) strategic planning for all of NA Operations Engineering - including OP intake, headcount planning, and financial tracking; and (2) end-to-end technical program management of First Mile retrofit, expansion, and initiative (REI) projects.
This role will be responsible for delivering a $500M+ annual CapEx portfolio spanning 290+ projects across the North America fulfillment network. The Principal Technical Program Manager will drive cross-functional alignment across engineering, operations, finance, procurement, construction, and vendor partners to ensure on-time, on-budget, and on-quality project delivery

The role requires a leader who can operate at both the strategic level - shaping annual operating plans, prioritization frameworks, and resource models - and the tactical level - removing blockers, mitigating risks, and maintaining stakeholder transparency throughout the project lifecycle.
Key job responsibilities
- Lead end-to-end technical program management of the First Mile non-POR REI portfolio, including business requirements, technical design reviews, approvals, CARs, and stakeholder communication through BRs and flashes.
- Own and drive the OP1/OP2 intake and prioritization process, collaborating with customers (ACES, Ops) and partner teams (MSP, FTR) to translate 3-year business plans into actionable project portfolios using the Analytical Hierarchy Process (AHP) framework.
- Manage ad hoc and intra-year project intake, assessing impact on the existing portfolio and providing go/no-go recommendations for current-year delivery.
- Develop and maintain the annual CapEx budget ($500M+), manage program-level financials, and communicate quarterly guidance to Finance stakeholders.
- Own the NA OE headcount planning model, providing granular (weekly) resource allocation, demand vs. supply gap analysis, and utilization-based schedule adjustments across all NA OE pillars.
- Lead vendor management activities, engaging key vendors (Dematic, VI, etc.) on project updates and pipeline forecasting to enable better vendor performance and capacity planning.
- Serve as the strategic planner for NA Operations Engineering, driving alignment across concept design, firm engineering, OE execution, construction, and launch teams throughout the Retrofit Project Development Process (RPDP).
- Provide full transparency and proactive risk management to all stakeholders, escalating blockers and driving recovery plans when projects face delays or cost overruns.
- Lead, coach, and develop a team of TPMs, creating customized growth plans and stretch opportunities while fostering a high-performing, collaborative team culture.
- Drive continuous improvement of team mechanisms and tools (Smartsheets, Source, headcount model, AHP), adapting to evolving GES systems and business needs.
A day in the life
Global Engineering Services (GES) Norther America (NA) Strategic Planning & Feasibility operates at the critical intersection of network planning and engineering execution. A day in the life may involve reviewing a site feasibility assessment before lease commitment, building a financial model to validate Payback/NPV for a new program, leading a cross-functional alignment session with Capacity Planning and Finance, or presenting go/no-go recommendations to GES leadership

You will engage with stakeholders across the project lifecycle-from pre-conception through funding-ensuring that execution teams inherit projects with validated baselines, not planning gaps. SP&F is collaborative by design, operating as a stakeholder at the table (not an authority over it), working daily to ensure upstream rigor eliminates downstream disruption.
About the team
The Strategic Planning & Feasibility (SP&F) team is a dedicated function within NA GES that owns upstream project feasibility assessment from pre-conception through initial funding. SP&F exists to ensure that every project entering the execution pipeline has been vetted for financial viability, timeline achievability, scope alignment, capacity justification, and cross-functional readiness before commitments are locked

The team operates as a force multiplier, embedding early in the project lifecycle to align stakeholders, validate assumptions, and reduce downstream churn. SP&F is not an execution team-it sets the foundation so that execution teams inherit vetted initiatives, reducing rework and disruption across the NA fulfillment network.
This role requires up to 25% regional travel on a yearly basis. When not traveling, you must have availability to work from a corporate office

Candidates should either live near or be willing to relocate within a reasonable commuting distance of one of the corporate office locations listed. Relocation assistance may be provided.