Digital Technology Operations Lead

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Archer is an aerospace company based in San Jose, California building an all-electric vertical takeoff and landing aircraft with a mission to advance the benefits of sustainable air mobility. We are designing, manufacturing, and operating an all-electric aircraft that can carry four passengers while producing minimal noise. Our sights are set high and our problems are hard, and we believe that diversity in the workplace is what makes us smarter, drives better insights, and will ultimately lift us all to success. We are dedicated to cultivating an equitable and inclusive environment that embraces our differences, and supports and celebrates all of our team members. Role Summary We are seeking a Sr./Staff Technical Program Manager to run the operational backbone of the Digital Technology Organization's (DTO) Corporate Technology portfolio. This role owns the end-to-end portfolio cadence across active initiatives, including intake, triage, prioritization, and "push-right" resequencing, together with the financial governance, PMO tooling, and reporting that keep leadership decisions grounded in data. This is a high-ownership, execution-focused role for someone who thrives at the intersection of program operations, financial governance, and analytics. You will be the connective layer between initiative POCs/PMs, cross-functional partners, and DTO leadership, keeping a large, fast-moving portfolio prioritized, funded, measured, and moving. What You Will Drive Initiative Operations & Portfolio Cadence Own the end-to-end portfolio cadence across ~30 active initiatives: intake, triage, prioritization, and "push-right" resequencing (recently reprioritized 10 of 30 active initiatives). Own CapEx and financial governance across all initiatives, cost estimates, forecasts, capitalization treatment, and tracking to actuals. Own PMO tooling: Jira configuration and customization, and the Sigma reporting dashboard. Run weekly check-ins with every initiative POC/PM to keep status, risks, and dependencies current. Run every-other-day executive and cross-functional preparation syncs. Prepare Steering Committee (SteerCo) communications and decision materials. Data & Analytics Own portfolio reporting, capacity and workload tracking, and the metrics that feed leadership decisions. Build and maintain dashboards (Sigma) and reporting that give leadership a single, trusted view of portfolio health. Translate raw initiative, financial, and capacity data into decision-ready insight. People Technology Enhancements Provide PMO delivery support for the People-side project pipeline, new-hire application, international payroll automation, Docebo/LMS, and UAE integrations, so these efforts stay on track rather than stalling. Partner with People Technology leadership to sequence, govern, and report on these initiatives. Other Corporate Technology Enhancements Own the broader Corporate Technology enhancement backlog that otherwise has no dedicated owner. Triage, prioritize, and drive delivery across enhancement requests spanning enterprise systems and business applications. Why This Role Is Business Critical Today, this portfolio-operations, financial-governance, and analytics work is being absorbed ad hoc by DTO leadership and individual PMs, with no single, dedicated owner. As the portfolio has grown to roughly 30 active initiatives, that model no longer scales: prioritization slips, CapEx visibility is fragmented, People-technology projects risk stalling, and the broader Corporate Technology enhancement backlog goes unowned. This role consolidates that operating model into one accountable seat, protecting leadership focus, keeping spend governed, and ensuring the portfolio stays prioritized, measured, and moving. Success Measures A single, trusted portfolio cadence (intake → triage → prioritization → push-right) operating across all active initiatives. CapEx and financial governance with clean, reliable tracking to actuals across the portfolio. Leadership decisions backed by dependable portfolio, capacity, and workload reporting. People Technology pipeline progressing on schedule with PMO delivery support. The Corporate Technology enhancement backlog actively owned, triaged, and delivered. Required Qualifications 8+ years leading technology programs or PMO operations, ideally within a Corporate or Enterprise Technology environment. Demonstrated ownership of portfolio cadence, intake, triage, prioritization, and resequencing, across many concurrent initiatives. Strong financial and CapEx governance experience: cost estimation, forecasting, and tracking to actuals. Hands-on with PMO tooling, Jira configuration/customization and BI/reporting dashboards (Sigma, Tableau, Power BI, or similar). Strong data and analytics orientation: portfolio reporting, capacity/workload tracking, and the metrics that inform leadership. Proven stakeholder coordination across POCs/PMs, cross-functional partners, and executives,

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