Technical Program Manager

Technical Program Manager

Portsmouth, Ohio

 

JOB DESCRIPTION:          

• We are engaging a contract technical program manager to drive one specific, high-urgency Act Now retirement inside the GRS Tech Modernization Factory Floor: the migration and decommissioning of the ATLAS (SAF – APE Atlas Premium Entry) and CVO (Compass Virtual Office) systems. Both applications have been flagged by GRS Enterprise Architecture as immediate-attention risks — mainframe reliance, tight coupling and thin institutional support — and both sit directly underneath live underwriting premium and claims processing for several active specialty programs.
• This is not a steady-state, multi-year program leadership role. It is a fixed-duration, execution-focused assignment: get a defined body of legacy migration work through Discovery, Readiness & Migration, Testing & Cutover, and Hyper-care inside the Factory Floor's standardized assembly-line model, with a hard business deadline behind it.
• Methodology: while this role sits organizationally inside the Tech Modernization program, it maintains a dotted line to the TPM Office within GRS Strategy & Transformation (S&T) and is expected to follow that practice's standard methodology and playbooks — including Blueprint — for governance artifacts, reporting cadence and delivery documentation, rather than adopting an ad hoc approach.

 

How this role differs from a typical TPM

 

A standard TPM owns a multi-year roadmap and builds governance from a relatively blank slate. This role plugs into governance, tooling and playbooks that already exist on the Factory Floor — and is judged almost entirely on whether one specific, high-risk legacy retirement lands on time. A few things make it meaningfully different from the base TPM job description:

 

•     Cross-owned system, not a single owner. ATLAS is funded by GRS but executed by USRM Tech; CVO is owned, executed and funded entirely by USRM. Neither system reports up through this program's usual chain of command. A large part of this role is negotiating priority and sequencing with a team that isn't yours to direct.

•     Business-critical legacy, not greenfield build. ATLAS carries active written premium for four specialty programs (Minico Self Storage, Minico Non-Profit, Sports & Fitness/SFIC, Agent's E&O — collectively tens of millions in premium). This TPM works directly with those program owners, not just with engineering, to protect their book of business through cutover.

•     Downstream fan-out across four domains. A single migration touches Policy Servicing (data ingestion into GENIUS), Claims (Global Claims Center conversion), Finance (SAP/BART ledger mapping) and Actuarial (pricing model data mapping). This TPM tracks and sequences all four as one dependency set, not as separate workstreams someone else will reconcile.

•     Financial-audit-scope decommissioning. Because ATLAS/CVO sit in financial audit scope, retirement isn't just a technical cutover — it requires pre-decommission evidence capture (migration reconciliation and tie-out reports, ITuser-access evidence, change-management and job-monitoring history) before the system goes dark. Missing this step creates an audit finding after the fact, not just a technical gap.

•     Factory Floor conformance, not custom process design. This TPM operates inside Lane C's standardized, assembly-line migration model — predefined playbooks, specialized PODs per phase, centralized governance — rather than building program governance from scratch. Success depends on fitting the work into that model cleanly, not on process innovation.

 

Strong general TPM or program delivery experience is the right foundation — but this role rewards someone who is comfortable being handed an existing operating model and a hard deadline, and who is energized by untangling a specific, gnarly cross-ownership problem rather than building a new program from zero.

 

Key responsibilities

 

Migration delivery (Factory Floor lifecycle)

 

•     Follow the Blueprint methodology and GRS TPM Office reporting standards for governance artifacts, reporting cadence and delivery documentation, consistent with the dotted-line relationship to TPM Office, GRS Strategy & Transformation (S&T).

•     Own the ATLAS/CVO workstream through all four Factory Floor phases: Discovery, Readiness & Migration, Testing & Cutover, and Hyper-care.

•     Maintain the migration plan and sequencing across the Policy Ingestion Engine/GENIUS conversion, the Global Claims Center conversion and legacy data archiving — as one coordinated cutover, not independent efforts.

•     Coordinate command-center execution during cutover windows and manage the handoff to BAU/operations post-migration.

 

Cross-organization ownership and dependency management

 

•     Establish clear, documented working agreements between GRS Tech and USRM Tech given the split funding/ownership model (GRS funds ATLAS retirement, USRM funds and executes CVO retirement).

•     Map and actively manage dependencies across Policy Servicing, GCC/Claims, IT Finance and Actuarial; escalate slips before they cascade into the cutover date.

•     Maintain a RAID register scoped specifically to this migration, with clear ownership even where the underlying system isn't owned by this program.

 

Business and financial-audit readiness

 

•     Partner directly with the specialty program owners (Minico, SFIC, Agent's E&O) to confirm business continuity through cutover and sign off on migrated data before legacy access is removed.

•     Drive pre-decommission evidence capture required for financial-audit-scope systems: migration reconciliation and tie-out documentation, user-access and change-management history, and confirmation of the official decommission date and ticket trail.

•     Coordinate with GRS IT Finance and Actuarial on data-mapping validation into SAP/BART and pricing models ahead of go-live.

 

Governance and reporting

 

•     Run lightweight, Factory-Floor-consistent governance for this workstream: decision log, stage-gate status and burn vs. plan reporting into the broader Tech Modernization program cadence.

•     Follow the TPM Office's standard methodology and playbooks — including Blueprint — for governance artifacts, RAID upkeep and reporting, given the dotted-line relationship to GRS S&T.

•     Provide clear, frequent status to the Tech Modernization Program Lead and GRS Architecture stakeholders who designated ATLAS as an Act Now priority.

•     Apply the enterprise Retirements & Migrations checklist at each phase gate rather than improvising a retirement process.

 

Key relationships

 

•     GRS Tech Modernization Program Lead and Factory Floor leadership

•     USRM Tech — owns and executes the CVO retirement; executes the ATLAS retirement on GRS's behalf

•     GRS Tech – Policy Servicing (GENIUS / Policy Ingestion Engine) and GRS Tech – GCC

•     GRS IT Finance, GRS Finance and GRS Actuarial

•     Specialty program owners: Minico Self Storage, Minico Non-Profit, Sports & Fitness (SFIC), Agent's E&O

•     GRS Enterprise Architecture (Act Now governance) and IT Audit/Compliance

 

What success looks like

 

•     ATLAS and CVO business capabilities are fully re-platformed to GENIUS and Global Claims Center with no disruption to the four dependent specialty programs.

•     Historical data migration is complete, reconciled and tied out — with audit evidence captured before either system is decommissioned.

•     Finance and Actuarial data mappings are validated and live before cutover, with no post-migration reporting gaps.

•     Dependencies across GRS Tech and USRM Tech are resolved on schedule, with cross-org friction surfaced and cleared rather than left unresolved at handoff.

•     The engagement closes with a clean handoff to BAU/operations and a documented retirement record for both systems.

 

Qualifications

 

Required

 

•     7+ years delivering complex technical programs, including at least one legacy system migration or application retirement of meaningful scale.

•     Demonstrated ability to manage dependencies and drive delivery across teams you do not directly manage or fund — this role has no formal authority over USRM Tech.

•     Comfort working with mainframe-adjacent legacy environments and the ETL/data-reconciliation concepts involved in migrating them — hands-on mapping work is not required, but the ability to direct and validate the work of those who do it is.

•     Working knowledge of financial-audit or SOX-adjacent decommissioning requirements (evidence retention, reconciliation tie-out, ITawareness) or a fast ability to pick this up in week one.

•     Experience running structured program governance (RAID, decision logs, stage gates) in JIRA/Confluence.

•     Strong stakeholder management — this role sits between engineering, two enterprise architecture teams, finance, actuarial and active insurance program owners.

 

Preferred

 

•     Prior experience with P&C insurance systems, particularly policy administration, claims platforms or premium/billing systems.

•     Prior exposure to a standardized “factory” or assembly-line modernization model (PODs, playbooks, phase gates) rather than bespoke program setup.

•     Familiarity with GENIUS, Global Claims Center or similar policy/claims systems of record.

•     PMP, SAFe or equivalent certification.