Senior Technical Program Manager - FuzeRx

About this role

Job Summary  

At Fuze Health, we put patients first and tirelessly address the most pressing needs in healthcare. We empower millions to digitally connect with care providers, essential health resources and needed treatments – and enable care providers, employers, health plans and life sciences companies to meaningfully enhance quality, outcomes and value. We are dedicated to helping our partners evolve and modernize to meet emerging patient and marketplace needs.

Fuze Health’s foundation is built upon the strategic combination of several proven, technology-powered innovators in the digital health, diagnostics, and pharmacy sectors. Our growing portfolio brings together the capabilities of industry leaders including LetsGetChecked, Truepill, and Alto Pharmacy, to create a distinctive, unified force in healthcare. Together, we have the shared vision, advanced capabilities and talented teams to deliver next-generation solutions that patients and healthcare partners need today and into the future.

FuzeRx is running several of its most consequential programs at once: consolidating two heritage platforms onto a single stack, migrating to AWS, onboarding enterprise pharma and payer partners, scaling automation across pharmacy operations, and standing up offshore delivery capacity. Demand exceeds capacity, dependencies cross every function, and the cost of an unmanaged program is measured in partner commitments and revenue.

As Senior Technical Program Manager, you are the operating system for that portfolio. You drive multiple concurrent programs end to end, build the schedules and work breakdowns that make them executable, run the governance that keeps decisions moving, and give leadership a single credible view of what is on track, what is not, and what it would take to change that. You own how the work is planned, funded, staffed, sequenced, governed, and reported.

This is a technical program role, not a status-tracking role. You are expected to read the architecture, challenge an estimate on its merits, and hold your own in a design discussion. Equally, you work backward from the customer and structure deliverables by the value they create — which is why we look for people who spent part of their early career in product development or product management.

Job Description   WHAT YOU'LL OWN Program Leadership & Delivery • Drive multiple concurrent technical programs from intake through launch — platform consolidation, cloud migration, enterprise partner integrations, pharmacy automation, and AI-enabled operations.

• Own the cross-program dependency map. Identify synergies and duplicated effort across programs and consolidate them before three teams build the same capability three ways.

• Run structured risk and issue management on a live RAID log: identify, quantify, assign, mitigate, escalate. Escalate early with an option set, not just a red status.

• Define launch criteria and readiness gates with Engineering, Product, Pharmacy Operations, Compliance, and Partner teams, and hold the bar when a date is under pressure.

Planning, Scheduling & Work Breakdown • Facilitate work-breakdown across cross-functional teams — decompose ambiguous business objectives into epics, deliverables, and owned workstreams with clear entry and exit criteria.

• Build and maintain integrated program schedules: milestones, critical path, sequencing, lead times, and the hard external dates that partner and regulatory commitments impose.

• Run the planning events that make a quarter real — increment planning, sizing and estimation sessions, dependency negotiation between teams, and commitment setting.

• Allocate people and capacity across programs in partnership with Engineering managers, including offshore vendor pods, and rebalance deliberately when priorities shift.

Governance & Operating Mechanisms • Establish and run the governance model for the portfolio: intake and triage, prioritization criteria, stage gates, change control, and clearly defined decision rights and escalation paths.

• Own the operating cadence — program reviews, steering forums, and executive readouts — with pre-reads, decision logs, and tracked actions that actually close.

• Maintain a durable, auditable record of scope, commitments, decisions, and changes, so that six months later the organization knows what was agreed and why.

• Embed compliance, security, and quality gates into the program lifecycle so regulatory obligations are met in stride rather than discovered at launch.

• Work with Engineering and Product management to improve delivery mechanisms continuously — estimation quality, intake discipline, and Agile practice that helps rather than taxes the teams.

• Bring structure to unplanned demand so urgent partner requests are triaged against a known capacity model instead of interrupting whatever is closest at hand.

Stakeholder Communication & Reporting • Report at multiple altitudes: sprint and squad level for engineering, program level for the cross-functional core team, portfolio level for the CTO, CEO, and executive leadership.

• Build trusted working relationships across Sales, Partnerships, Product, Engineering, Account Management, Pharmacy Operations, Compliance, and Finance — and keep each of them accurately informed without drowning them.

• Write clearly and concisely in a written-narrative culture. Produce the document that makes a hard decision easy to make.

• Serve as the single point of truth for program status. When leadership asks whether a launch will hold, your answer is the one they act on.

Budget, Capacity & Resource Allocation • Own program budgets: build the estimate, track forecast against actuals, flag variance early, and explain the drivers in business terms.

• Partner with Engineering leadership and Finance on headcount, vendor spend, tooling, and cloud cost as they roll into program economics.

• Support build-versus-buy analysis with real numbers — cost, time to value, total cost of ow

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