At PrizePicks, we are the fastest-growing sports company in North America, as recognized by Inc. 5000. As the leading platform for Daily Fantasy Sports, we cover a diverse range of sports leagues, including the NFL, NBA, and Esports titles like League of Legends and Counter-Strike. Our team of over 550 employees thrives in an inclusive culture that values individuals from diverse backgrounds, regardless of their level of sports fandom. Ready to reimagine the DFS industry together?

About the Role:

Great engineering teams are good at fixing things; patching bugs, provisioning capacity, responding fast when something breaks. The harder, more valuable skill is resolving things: finding the underlying cause, questioning the original design assumption, and closing the loop so the same problem doesn’t come back wearing a different face.

The Engineering Center of Excellence (Eng CoE) is the function we’re building to make that second skill systemic, starting with two concrete, measurable domains, with room to take on the next process-first problem once this one proves itself: Problem Management (turning postmortems into something that actually changes behavior, not a checkbox) and FinOps (real financial discipline over a fast-growing infrastructure footprint across GCP, CDN, and observability).

This Technical Program Manager is our first hire into the function. You won’t be inheriting a program, you’ll be building one, proving it on hard metrics, and laying the foundation for Eng CoE to grow into a full team over the next one to two years.

What you'll do:

Own the incident-to-postmortem-to-follow-up pipeline end to end, every production incident gets a postmortem that names the underlying cause, not just the bugfix that shipped.
Build a postmortem discipline that keeps asking one question: are the original design assumptions still valid? and push back when “root cause” quietly means “the bug we just closed.”
Track follow-up items to closure with rigor: report on completion rate and SLA compliance, escalate stalled items to senior management, and name names when the process needs it.
Start hands-on and heavy-handed on enforcement to build the habit, then hand execution back to teams as the process matures, this role flexes between direct ownership and delegation depending on how ready a team is.
Build cost allocation from the ground up: cost centers, tagging/labeling standards, and a real map from spend to teams and, where possible, to revenue or features.
Assign accountable owners to every major spend category and run a recurring cost review cadence with them, building toward showback now, chargeback later.
Flag and drive down waste; orphaned resources, over-provisioning, unused commitments, in partnership with the teams that actually own the infra.
Own the metrics that prove this is working, incident recurrence, time-to-postmortem, the split between postmortems that produce real design change versus a code patch, follow-up aging, and cost-allocation coverage, and report both practices’ health to leadership on a fixed cadence.
Build and grow the function itself — stand up the practice solo, then shape it into a full Eng CoE team as it proves its value.

What you'll have:

10+ years as a TPM in SRE, Infrastructure, Platform, DBRE.
Real hands-on production experience, enough technical depth to read a postmortem critically and know when “fixed” is actually just “patched.”
Direct experience with cloud cost structures, GCP strongly preferred; tagging/labeling, committed-use discounts, cost allocation fundamentals.
A track record running or heavily driving postmortem or incident-review processes, ideally having pushed at least one team past root-cause analysis that was really just bugfixing with extra steps.
Comfortable pushing senior engineers and managers for real answers without formal authority over them, this role only works if you can hold the line on process.
A sharp sense for which details matter, you capture the ones that drive a decision and don’t create busy-work chasing the ones that don’t.