Collaboration Cafe: Engineering Leadership and Technical Program Management
Introduction
When I first joined the team as a Technical Program Manager (TPM), my now-collaborator, Jono, wasn’t convinced that my role was necessary. Like many engineering leaders, he saw TPMs as a necessary evil - another layer of process, meetings and overhead.
Fast forward a year and we built an incredible partnership, one that’s helped our teams and the company deliver better, faster and with more clarity. Today, we’re sitting down for an honest conversation about how our collaboration evolved, the initial skepticism and what we’ve learned about making TPM-Engineering partnerships work.
Here’s our conversation.
The Evolution of an Engineering-TPM Partnership
Pranshu: Let’s start at the beginning. When I first joined as a TPM, you were skeptical about the role. Can you share what your initial concerns were?
Jono: Before we worked together, my perception of the TPM role was quite limited. I saw TPMs primarily as facilitators of reports and status updates, occasionally stepping in to coordinate dependencies across teams. They often seemed to enforce processes without providing clear rationale, which made their role feel more administrative than strategic. At best, I viewed TPMs as responsible for running standup meetings and ensuring teams stayed on track to meet deadlines. At worst, I saw them as an additional layer of management that added overhead, requiring extra explanations about the project's status rather than actively contributing to its success.
Pranshu: That makes sense. At what point did your perception start to shift?
Jono: The turning point for me came when we were down a product manager. As the Engineering Manager, I had to work closely with you as the TPM to determine not just what we were going to build, but also how and when. The real shift in my perception happened when I saw you thinking beyond just the features and timelines, focusing on how we could break down deliverables to validate assumptions earlier. That was my AHA! moment. I realized that having someone who not only understands the technical side but also thinks strategically about delivery can be incredibly valuable.
Pranshu: That’s a huge shift! What do you think makes a TPM valuable to an engineering team?
Jono: The best TPMs aren’t just workload managers. They act as force multipliers for engineering teams. I think about it in a few ways:
They reduce cognitive load - so engineers can focus on solving technical problems rather than chasing down dependencies or aligning stakeholders.
They bring structure to chaos - especially in cross-team projects where things can get messy fast.
They help engineers communicate their needs better - whether it’s with leadership, product or other teams.
Pranshu: We’ve worked together on some challenging projects. What’s been one of the biggest wins from our collaboration?
Jono: One that stands out when we had to align multiple RnD teams to work against an external deadline. That was a tough one - high visibility, shifting requirements and a ton of dependencies. I remember thinking there was no way we’d hit the deadline. But you helped cut through the noise, keep stakeholders aligned and make sure we focused on the right things. I don’t think we would have delivered it before time without that level of coordination.
Pranshu: On the flip side, what’s the biggest lesson you’ve learned about working with TPMs?
Jono: That it’s a partnership, not a handoff. Early on, I thought of TPMs as just project trackers, but now I see the best results come when we’re aligned as a leadership team. That means including TPMs in technical discussions, strategy, and decision-making, not just status updates. When we treat TPMs as true partners, everything runs smoother.
Pranshu: For other engineering leaders who are skeptical about TPMs, what advice would you give?
Jono: Give it a chance. But also, be clear about what you need from a TPM. If you’ve had bad experiences in the past, don’t assume all TPMs operate the same way. And on the other end, if you’re a TPM, focus on delivering value early - help with something tangible, unblock something, make a decision easier. That’s how you earn trust.
Closing Thoughts
When we started working together, we were on opposite ends of the TPM debate - one skeptical but open minded, the other eager to prove value. Today, we’re a stronger team because we learned how to collaborate effectively. This experience has taught me that great engineering and program management partnerships don’t just happen, they are built.
To all the engineering leaders who still see TPMs as a necessary evil: The right TPM won’t slow you down - they’ll help you move faster. And to TPMs trying to gain trust: Don’t just track work—help teams win.
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