Director of Technical Programme Management

About this role

Who we are: We're one of Europe's fastest-growing fintech companies – on a mission to create the world's most empowering way to pay. We launched the product in 2020 and achieved double unicorn status, valued at $2 billion, and since then have taken on more than 6 million customers. Our mission is to become the best way to pay for anything, anywhere and say goodbye to credit costs for everyone. This is huge. Want to join us? Who we are.

We're one of Europe's fastest-growing fintech companies – on a mission to create the world's most empowering way to pay. We launched the product in 2020 and achieved double unicorn status, valued at $2 billion, and since then have taken on more than 6 million customers. Our mission is to become the best way to pay for anything, anywhere and say goodbye to credit costs for everyone. This is huge. Want to join us? About the role.

The Director of Technical Programme Management will help Zilch deliver its most important technology priorities, and to build and lead our TPM capability. This role combines three things: strategic execution, organisation building and cultural leadership. You'll lead our most complex cross-functional programmes, working with Engineering, Product and Architecture leaders to turn ambitious, often ambiguous priorities into real outcomes.

You'll also build and develop a high-performing TPM team, and shape a culture that attracts, grows and keeps exceptional talent. This isn't a traditional PMO role. Project plans, governance, Jira hygiene and status reporting are tools, not the goal. What we care about is alignment, clear decisions, strong execution and, ultimately, business outcomes. Day to day responsibilities. Lead our most critical programmes Strategy and execution end to end.

Lead Zilch's most complex, business-critical technical programmes across multiple teams, systems and functions. Turn priorities into a plan. Translate company and technology priorities into clear outcomes, roadmaps, milestones, dependencies and measures of success. Create clarity from ambiguity. Bring structure to problems where the solution, technical approach or route to delivery isn't yet obvious. Drive clarity on priorities and trade-offs.