AI-native workflow is a hard requirement. In 2026 this means you work with AI agents, not just chat interfaces. Your meeting transcripts get processed into action items and pushed to Jira without you typing them. Your status reports assemble themselves from commit history and ticket updates. You use MCP integrations, agentic automation, and AI-powered PM tools as part of your daily stack. If your AI experience is “I sometimes paste things into ChatGPT,” this is not the role for you. We also expect you to keep pushing: build new automations, test new tools, eliminate manual PM work wherever possible, and share what works with the team.
— At least 2 years of experience managing IT projects in a services/outsourcing business. You’ve worked with external clients, not internal stakeholders only.
— Experience building projects and processes from zero. You’ve onboarded new clients, designed delivery workflows, and made teams productive on new accounts.
— Solid Agile fundamentals: Scrum and Kanban required. But more important is the ability to recognize when established frameworks stop fitting and the confidence to redesign the process.
— Strong English, spoken and written. You’ll be on daily calls with European and US clients, writing updates, running meetings. B2+ minimum, comfortable in live conversation.
— You understand what agentic development means for delivery. You don’t need to operate the tools yourself, but you need to know what happens when a developer can ship a working feature from a text description in hours: what gets faster, where new risks appear, why review and QA become the constraint.
— Good organizational skills. Several projects at once, nothing falls through because you have a system.
— Leadership that earns trust. You take responsibility, make calls when the team needs a decision, and don’t default to ceremony when action is required.
— Onsite or Remote. — Full-time, 40 hours per week with flexible scheduling. — Paid trips to conferences and industry events. — 50% compensation for courses, certifications, and sports activities. — 20 business days of paid vacation.
— Manage multiple projects or accounts in parallel. Some are long-running, some are fresh starts. You decide how to split your attention.
— Launch new projects from scratch: design the workflow, set up tooling, onboard the team, establish cadence with the client. The team should be productive from day one.
— Design delivery processes that match the actual speed of agentic development. When your team generates options faster than the client can evaluate them, the process needs structured decision points, clear evaluation criteria, and short feedback loops. Bolting Scrum ceremonies onto this doesn’t work.
— Keep the client moving. When implementation is cheap, client responsiveness becomes the critical path. Part of your job is helping clients adapt to a speed they haven’t experienced before and making sure they have the information they need to make decisions without drowning in options.
— Manage estimation in a world where development timelines have compressed but review, QA, and integration haven’t compressed at the same rate. Know where the new bottlenecks are and plan around them.
— Build and maintain client relationships. Keep communication honest. Spot opportunities to grow the account when the work justifies it.
— Plan resourcing: who goes where, when gaps are coming, what team composition looks like for each project.
— Help your teams get better. Remove blockers, run retros that produce real changes, bring in practices that make sense for how the team actually works today.
We’re looking for a PM who can take a new client or project and build the delivery process from zero: team setup, workflow design, communication rhythms, and ongoing delivery once the project is live. You’ll run several projects or accounts in parallel, sometimes as a classic PM, sometimes closer to a team lead.
Our teams ship fast. The hard part is no longer implementation speed. It’s decision velocity: getting the right feedback from the right person before the team outruns the client’s ability to evaluate the work. You need to design processes around that reality.
