Senior Lead Technical Program Manager - Infrastructure

About this role

At Klaviyo, we value the unique backgrounds, experiences and perspectives each Klaviyo (we call ourselves Klaviyos) brings to our workplace each and every day. We believe everyone deserves a fair shot at success and appreciate the experiences each person brings beyond the traditional job requirements. If you’re a close but not exact match with the description, we hope you’ll still consider applying. Want to learn more about life at Klaviyo? Visit klaviyo.com/careers to see how we empower creators to own their own destiny.

Klaviyo's infrastructure is the foundation that every product, every customer, and every engineer depends on. In this role you will be the connective tissue between our Infrastructure organization and the rest of engineering, driving the rollout of critical, cross-cutting programs that affect how we build, operate, and secure our platform at scale.

You will juggle a high volume of parallel efforts across cloud infrastructure, FinOps, build systems, software migrations, security operations, and more, keeping each moving, supporting teams to be successful, and escalating quickly when capacity or priority decisions need to be made. This is not a role for someone who waits to be told what to do. It's a role for someone who drives.

How you'll make a difference

• Own the rollout of infrastructure initiatives across engineering. Drive programs from planning through completion, coordinating across teams that don't report to you and don't always have capacity to prioritize infrastructure work. Keep things moving.

• Manage a high volume of concurrent efforts. At any given time you'll be tracking security operations improvements, FinOps initiatives, build system changes, software migrations, and other cross-cutting infrastructure programs simultaneously. Clear prioritization and status visibility are non-negotiable.

• Hold teams accountable and escalate when needed. You know how to build the relationships and create the visibility that keeps infrastructure work from getting deprioritized. When a team genuinely lacks capacity, you surface that quickly, bring the right people into the conversation, and get a trade-off decision made — not absorb the delay quietly.

• Develop a way to provide program health continuously. Establish and maintain clear, actionable reporting on the status of all infrastructure rollouts. Leadership should always know what's on track, what's at risk, and what decisions are needed from them.

• Partner with Infrastructure leadership on planning and prioritization. Work closely with engineering and SRE leadership to build and maintain a rolling roadmap, sequence work across teams, and ensure infrastructure investments align with engineering and business priorities.

• Define clear ways of working across teams. Create frameworks, templates, and coordination models that make it easier for infrastructure and product engineering teams to work together effectively. Build the playbook as you go.

• Develop deep technical fluency in the programs you own. You don't need to write the code, but you need to understand what's being built, why it matters, and what the technical risks are well enough to ask the right questions, identify blockers early, and represent the work credibly to engineering leadership.

• Drive automation and operational excellence. Challenge manual processes wherever you find them. Partner with infrastructure teams to identify opportunities to centralize and automate change rather than default to simply assigning out the same work to different teams.

Who you are

• Technically fluent. You've worked closely with infrastructure, SRE, or platform engineering teams. You understand security operations, cloud infrastructure, CI/CD, and software migrations well enough to engage substantively, not just track status.

• A driver, not a facilitator. You move work forward. You follow up, push back, escalate, and hold people accountable, constructively, but consistently. You don't wait for the next meeting to surface a problem.

• Influential and relationship-driven. You know that infrastructure work gets done through trust, not authority. You build strong relationships across engineering teams, understand what moti