Welcome to Warner Bros. Discovery… the stuff dreams are made of.
Who We Are…
When we say, “the stuff dreams are made of,” we’re not just referring to the world of wizards, dragons and superheroes, or even to the wonders of Planet Earth. Behind WBD’s vast portfolio of iconic content and beloved brands, are the storytellers bringing our characters to life, the creators bringing them to your living rooms and the dreamers creating what’s next…
From brilliant creatives, to technology trailblazers, across the globe, WBD offers career defining opportunities, thoughtfully curated benefits, and the tools to explore and grow into your best selves. Here you are supported, here you are celebrated, here you can thrive.
We are the now and the next. The power behind the people building the future. We are born from the spirit of innovation. We are created from the idea that people around the world want more, need more, deserve more. We are the home of the global digital revolution. We are CNN.
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CNN is hiring a Senior Technical Program Manager to lead high-impact programs that span product, technology, design, and product operations. This is a deeply technical senior individual-contributor role for someone who can move between architecture, code, product strategy, operating models, and executive decision-making without losing the thread.
The role reports directly to the Senior Director of Technical Program Management and will be trusted with ambiguous, multi-quarter programs that do not fit neatly inside one function. The programs in this portfolio often have no single functional owner, require trade-offs across several organizations, and need sustained influence with Vice Presidents, Directors, principal-level practitioners, and the teams doing the work.
This is not a coordination-only position. The person in this role will define the problem, establish the program strategy, understand the underlying systems, challenge weak assumptions, create alignment, and drive measurable outcomes through delivery, launch, adoption, and iteration.
Lead a portfolio of high-priority, cross-organization technical programs from early problem framing through execution, launch, adoption, and measurable business or customer impact.
Turn broad goals into clear program strategies, outcome metrics, decision rights, sequencing, governance, and executable plans across multiple teams.
Build and maintain integrated plans, dependencies, critical paths, decision logs, risk views, and executive-level narratives that make the real state of the work visible.
Identify the technical, product, organizational, and operational constraints that will determine success; resolve them directly or drive the right leaders to a timely decision.
Work with senior leaders, including VPs, to clarify priorities, expose trade-offs, remove blockers, and create durable alignment without relying on formal authority.
Move comfortably between several programs and levels of detail in the same day, while preserving context, commitments, and follow-through.
Develop trusted relationships across Product, Engineering, Design, Product Operations, Architecture, Data, Security, Editorial, Revenue, and other partner organizations as the work requires.
Raise the quality of program leadership across the organization by modeling strong judgment, direct communication, technical curiosity, and disciplined execution.
TECHNICAL LEADERSHIP EXPECTATIONS
This role is not a software-engineering position, but it is intentionally more technical than a traditional program-management role. The successful candidate must be able to engage engineers and architects as a credible peer and independently investigate technical questions.
Read, write, review, and reason about code. Use (ai) code when it is the fastest way to validate an assumption, automate work, inspect data, reproduce a problem, or demonstrate a solution.
Understand modern software-delivery practices, including source control, pull requests, testing, CI/CD, observability, incident response, release strategies, and production operations.
Evaluate system architecture, service boundaries, API contracts, event flows, data models, cloud infrastructure, security constraints, reliability concerns, and integration risks well enough to shape the program plan.
Communicate technical choices and consequences in language that product, design, operations, and executive stakeholders can act on.
PRODUCT, DESIGN, AND OPERATING JUDGMENT
Frame the customer, user, editorial, operational, or business problem before converging on a solution; connect program work to a clear value hypothesis.
Partner closely with Product and Design to define intended outcomes, success measures, experience principles, scope boundaries, and the smallest credible path to learning or value.
Pressure-test prioritization using customer impact, strategic fit, technical leverage, cost, risk, reversibility, and opportunity cost.
Translate product strategy into a delivery approach that includes discovery, design, engineering, operational readiness, launch, measurement, and follow-up—not just a milestone schedule.
Work with Product Operations to improve planning, decision-making, portfolio visibility, adoption, feedback loops, and repeatable ways of working across teams.
Recognize when a program needs a product decision, a technical decision, an operating-model change, or an executive trade-off, and drive the correct conversation.
EXECUTIVE INFLUENCE AND PROGRAM LEADERSHIP
Present complex situations to senior leaders with clarity: what changed, why it matters, what choices exist, what you recommend, and what decision is needed.
Build alignment across leaders who may have different goals, incentives, vocabulary, or operating rhythms; surface disagreement rather than allowing false consensus.
Stay effective under ambiguity, organizational change, incomplete information, and shifting priorities while maintaining a high bar for quality and accountability.
Strong product judgment, including problem framing, customer or user thinking, prioritization, metrics, experimentation, and trade-off analysis.
A record of driving cross-functional outcomes across Product, Engineering, Design, and Operations from ambiguity through launch and adoption.
Experience influencing Directors, VPs, and other senior leaders through clear reasoning, evidence, strong recommendations, and persistent follow-through.
Exceptional independence, ownership, context switching, and organizational awareness; able to enter a new domain quickly and determine what matters.
Excellent written and verbal communication, including executive updates, decision documents, program narratives, and direct facilitation of difficult conversations.
Previous experience as a software engineer, engineering lead, architect, technical product manager, or similarly technical role.
Experience with large-scale consumer digital products, media or publishing systems, subscriptions, advertising, data platforms, AI-enabled products, or platform modernization.
Experience working across multiple time zones, business units, vendors, or shared-platform organizations.
Comfort using modern development, analytics, planning, and collaboration tools to investigate work directly rather than relying only on reported status.
WHAT STRONG PERFORMANCE LOOKS LIKE
First 90 days — Context and trust: Build a clear map of the portfolio, systems, stakeholders, constraints, and unresolved decisions. Establish credibility with technical and product leaders and create momentum on the highest-value issues.
By 6 months — Independent program leadership: Run multiple high-stakes programs with reliable visibility, strong technical and product framing, timely decisions, and fewer avoidable surprises. Senior leaders should view the role as a force multiplier, not an additional reporting layer.
By 12 months — Durable outcomes: Deliver measurable program results, improve the organization's ability to execute across boundaries, and leave behind reusable decision, planning, and operating patterns that make future work faster and clearer.
The interview process will evaluate the complete shape of the role rather than program-management mechanics alone. Candidates should expect:
A practical coding assessment focused on problem solving, code comprehension, implementation quality, debugging, automation, data handling, or API/system interaction. It is not intended to be a trick-algorithm exercise, but candidates must demonstrate genuine hands-on ability.
A product-thinking component that evaluates problem framing, customer or user value, prioritization, success metrics, sequencing, trade-offs, and the ability to connect technical work to product outcomes.
A technical program deep dive covering architecture, dependencies, delivery strategy, risk, decision-making, and how the candidate personally changed the outcome.
A leadership and influence discussion focused on independence, ambiguity, context switching, executive communication, conflict, and driving action across organizational boundaries.
How We Get Things Done…
This last bit is probably the most important! Here at WBD, our guiding principles are the core values by which we operate and are central to how we get things done. You can find them at www.wbd.com/guiding-principles/ along with some insights from the team on what they mean and how they show up in their day to day. We hope they resonate with you and look forward to discussing them during your interview.
Championing Inclusion at WBD
Warner Bros. Discovery embraces the opportunity to build a workforce that reflects a wide array of perspectives, backgrounds and experiences. Being an equal opportunity employer means that we take seriously our responsibility to consider qualified candidates on the basis of merit, without regard to race, color, religion, national origin, gender, sexual orientation, gender identity or expression, age, mental or physical disability, and genetic information, marital status, citizenship status, military status, protected veteran status or any other category protected by law.
If you’re a qualified candidate with a disability and you require adjustments or accommodations during the job application and/or recruitment process, please visit our accessibility page for instructions to submit your request.
In compliance with local law, we are disclosing the compensation, or a range thereof, for roles in locations where legally required. Actual salaries will vary based on several factors, including but not limited to external market data, internal equity, location, skill set, experience, and/or performance. Base pay is just one component of Warner Bros. Discovery’s total compensation package for employees. Pay Range: $103,700.00 - $165,900.00 salary per year. Other rewards may include annual bonuses, short- and long-term incentives, and program-specific awards. In addition, Warner Bros. Discovery provides a variety of benefits to employees, including health insurance coverage, an employee wellness program, life and disability insurance, a retirement savings plan, paid holidays and sick time and vacation.
This position is open for an existing position vacancy.
