TPM

About Sully.ai Sully.ai is building the AI operating system for healthcare. Our mission is to make doctors superhuman through AI, so every patient can get faster, better, and more accessible care.

Healthcare is one of the most important systems in the world, yet clinicians still lose hours every day to documentation, scheduling, intake, coding, and administrative work. We are changing that with AI medical employees: Scribes, Receptionists, Coders, Consultants and other agents that operate inside real clinical workflows.

We are backed by Amity Ventures, YC, Baidu Ventures amongst others, have raised $40M+, and are already deployed across hundreds of healthcare organizations. Our products process tens of thousands of clinical encounters every day, automate millions of minutes of administrative work, and help clinicians spend more time with patients.

The role As a Technical Program Manager, you will sit at the intersection of customers, product, engineering, and customer success. Your job is to translate ambiguity into execution.

This is not a traditional project management role. You should come from an engineering background with a strong ability to understand (and occasionally apply) system design, APIs, integrations, data flows, and AI product tradeoffs. You should also be operationally strong enough to coordinate complex work across multiple teams and make sure commitments are realistic, visible, and delivered.

You will help us scale how we deploy complex AI products for enterprise healthcare customers.

At its core, this role is about keeping engineering teams organized, prepared, and unblocked. You own the operating rhythm that connects customer-facing teams to engineering, making sure work is scoped before it starts, tracked while it moves, and translated clearly when it lands.

What you’ll do Translate customer needs into clear execution plans

• Work with customer-facing teams to understand customer goals, constraints, and technical requirements.

• Convert ambiguous requests into clear problem statements, milestones, dependencies, risks, and acceptance criteria.

• Partner with engineering and product teams to determine what should be built, configured, deferred, or solved through process.

• Identify when a customer request reflects a broader product opportunity.

• Set standards for scoping across the org and follow up to ensure those standards are actually applied.

Drive technical programs from scope to delivery

• Own delivery plans for cross-functional technical initiatives.

• Define timelines, owners, dependencies, and success criteria.

• Track risks and blockers early.

• Keep internal teams aligned without creating unnecessary process.

• Ensure customer-facing commitments are realistic and consistently met.

• Manage Linear as the central work-tracking system: project creation, scoping, and capacity planning.

• Prepare engineering teams for incoming work so they can ramp quickly instead of decoding ambiguous requests mid-sprint.

Improve operational leverage

• Build lightweight systems for intake, prioritization, scoping, communication, and delivery tracking.

• Create repeatable processes that help the company scale customer deployments and technical programs

• Find common patterns across customer work so teams can solve reusable problems instead of rebuilding one-off solutions.

• Help leadership and teams understand what is on track, what is blocked, and what needs escalation.

• Follow up on logistical items that unblock teams: EHR credentials, CS/sales enablement info, and other dependencies that stall execution if no one owns them.

Partner across functions

• Work closely with engineering, product, customer success, sales, and implementation teams.

• Communicate technical tradeoffs clearly to both technical and non-technical audiences.

• Balance customer urgency with engineering reality.

• Help teams make better prioritization decisions under ambiguity.

• Act as the central bridge between customer-facing teams and engineering: translate completed engineering work into region-specific teams, with enough understanding of the feature or capability to position it correctly.

• Calibrate how much handholding each engineering team needs and adjust your involvement accordingly. Some teams self-organize; others need constant follow-through. Know the difference.

What good looks like

• Customer and internal requests are clearly scoped before engineering begins work.

• Timelines are realistic, visible, and consistently met.

• Teams understand priorities, dependencies, and tradeoffs.

• Repeated customer needs become reusable product or process improvements.

• Engineering teams spend more time building and less time decoding ambiguous requests.

• Customer-facing teams have a clearer path for escalating and resolving technical needs.

What we’re looking for Required

• 5+ years in a technical program management, engineering program management, product operations, solutions engineering, technical chief of staff, or similar role.

• Strong technical fluency across software systems, APIs, integrations, data flows, and product architecture.

• Experience working across engineering, product, sales, customer success, or implementation teams.

• Ability to break ambiguous problems into clear plans.

• Excellent written and verbal communication.

• Strong ownership and follow-through.

• Comfort operating in a fast-moving startup environment.

Strong signals

• Experience at an early-stage or high-growth startup.

• Experience with AI products, healthcare technology, integrations, enterprise SaaS, or implementation-heavy products.

• Experience working directly with customers or customer-facing technical teams.

• Ability to write clear specs, project plans, technical summaries, and executive updates.

• Founder, operator, or highly cross-functional background.

Who this role is not for This may not be a fit for you if you:

• Need fully defined responsibilities and stable priorities.

• Prefer process for its own sake.

• Avoid technical depth.

• Are uncomfortable pushing back when timelines, priorities, or scope are unrealistic.

• Measure success by meetings held rather than outcomes delivered.

Interview process

• Introductory conversation

• Technical and operating judgment interview

• Cross-functional interview with engineering and customer-facing stakeholders

• Final conversation with company leadership