Senior Staff Technical Program Manager | Product Security

**PLEASE NOTE** This role has a minimum of 2 days per week in Santa Clara or San Diego offices requirement.

If you are unable to come into the Santa Clara office a minimum of 2 days per week, please do not apply. Thank you. 

The ServiceNow Security Organization (SSO) 
 
The ServiceNow Security Organization (SSO) delivers world-class, innovative security solutions to reduce risk and protect the company and our customers. We enable our customers to migrate their most sensitive data and workloads to the cloud, accelerating our business so that we are the most trusted SaaS provider. We create an environment where our employees are proud to work and can make a positive impact.

This role exists so Product Security's technical programs land on time. It takes security strategy and turns it into defined workstreams with a credible sequence, then drives them to measured closure, and is technical enough to argue that sequencing and its tradeoffs directly with senior leaders rather than relaying them. This reports directly to the VP of Product Security. 

Five areas owned end to end:

• Strategy to workstream translation. Takes strategic direction and ambiguous initiatives and decomposes them into defined workstreams with owners, dependencies, milestones, and a defensible sequence. Owns the "how and in what order," including what must be true before a workstream can start and what gets staged versus run in parallel.
• Technical program delivery. Secure-by-default initiatives, tooling rollouts, and remediation campaigns from intake through closure and measurement. Owns the plan, the sequencing, and the outcome, not just the tracking.
• Cross-team dependency and release coordination. Launches, sequencing, and critical-path management where Product Security gates an engineering ship. 
• Engineering-facing delivery escalation. The first stop when security work is blocked or contested. Resolves at the engineering level wherever possible and escalates with a recommendation when it cannot.

Decision rights:

• Decides: how strategy decomposes into workstreams and in what order they run; how individual programs are structured, sequenced, and staged; technical tradeoffs within a program; when a program is complete and what evidence closes it.
• Recommends: prioritization tradeoffs across programs and workstreams; which initiatives to stop, defer, or absorb; where the strategy is not sequence-able as written and needs a scope or timeline change.

Key relationships:

• VP, Product Security: escalation path for decisions that require prioritization authority. Not the day-to-day reporting relationship for portfolio status.
• Product Security Directors and Team leads: Peers and delivery partners. Programs run through their teams; this role does not direct their employees.
• Engineering partner teams: Internal customers for security work and the primary working relationship day to day.
• Business Operations: Strategy and Business Operations sets strategic direction with the VP and leadership team and owns the operating rhythm, portfolio reporting, and OKR linkage; this role translates that direction into sequenced workstreams and supplies delivery truth back into it. Escalates cross-program conflicts, aging risk, and sequencing infeasibility here for prioritization.

Success at 6, 12, and 24 months:

• 6 months. Has mapped the assigned programs and their dependencies across engineering and knows where the real constraints sit. Delivery status is reliable enough to report from.
• 12 months. Takes net-new, ambiguous security initiatives and shapes them into sequenced, delivered outcomes without a playbook. Sequencing recommendations carry enough credibility that leadership shapes commitments around them before making them externally. Has visibly influenced how security requirements enter the SDLC upstream, with a measurable reduction in downstream remediation load.
• 24 months. Takes net-new, ambiguous security initiatives and shapes them into delivered outcomes without a playbook.