Founding Technical Project Manager

Über diese Stelle

Join BLP and help make the world’s business processes autonomous!
Our agentic platform helps finance and operations teams worldwide remove manual work from their core business processes, so work runs end-to-end with greater control and significant productivity gains.
Today, over 550 enterprise customers use BLP across 1,300+ deployed projects. In the processes we automate, customers achieve productivity improvements of 5 to 10 times.
To date, BLP remains majority employee-owned, with Goldman Sachs holding a minority stake as a growth investor. Our success is driven by deep expertise in technology and business processes, a superior product with strong product-market fit, reflected in an expanding customer base that includes Fortune 500 companies.
BLP is one of Switzerland's fastest-growing SaaS scale-ups; we are now entering our next phase of growth. From our headquarters on Zürich's Bahnhofstrasse, we're expanding globally, with a growing presence across Europe and North America.
Join us and help make autonomous operations the new standard.
Location
This is a full-time position based in Munich or Cologne. Following a comprehensive onboarding period at our HQ in central Zurich (minimum one month), you will work from your home location, with regular visits to customers across the DACH region.
Team collaboration matters a lot to us. You will regularly spend time with the team in person, in Zurich and at our hubs, for team days, all-hands and offsites. These visits are financially supported by blp.
Your Mission
On our largest global rollouts, connectivity is what makes or breaks the program.
These customers run several ERP systems across many entities and countries, with interfaces, master data and process variants that have grown over decades. Whether blp is usable on day one, and whether the first go-live holds its date, depends more on getting that landscape right than on almost anything else. You are the person who makes sure it is right. You sit opposite the customer's enterprise architects and IT leads, understand what their landscape actually does rather than what the documentation says, and shape the technical solution with them.
Getting this right is relentless project management as much as architecture. Requirements on a landscape this size never arrive clear. You chase them until they are: pushing the customer's IT organization for answers, going back when an answer is vague, and refusing to let an assumption stand in for a decision. You spot the major developments and the roadblocks early, while there is still time to do something about them, and you put them in front of the Senior Project Manager and into the steering committee rather than discovering them in test.
When you raise something, you bring the way through it. You prepare the discussion with the customer, make the implications clear in their language, and come with options. "We cannot do that and we will miss the go-live" is not the job. Working out what would make it possible, and what it costs, is. Where something exceeds the standard you prepare the decision rather than take it alone: options, effort, consequences, and a clear recommendation for the steering committee or for our engineering leadership.
You are the strong technical counterpart for the customer's IT organization and for the Senior Project Manager. Both rely on you to know what is actually true. You work primarily up to the first go-live, where the solution design is either right or expensive, and you are staffed by process and landscape complexity rather than by deal size.
A word on what you build. Our integration layer works like an iPaaS: connections are assembled as configuration on our own platform, specific to that customer, rather than written as code. You work in that layer yourself, so this is a hands-on role, and you document what you have configured so that the next person can understand and maintain it. What you do not do is write code that ships with the product. That distinction is what keeps a customer-specific solution from quietly becoming everyone's problem.
Two roles sit either side of you and the handoffs are clean.
With the Integrations Engineer: you define what the connection has to do and why, they build and operate it at that customer and own whether it runs. You hand them a specification, they come back with questions and constraints from the real system, and you resolve them together. When something breaks in their environment, it is theirs. When something is wrong in what was asked for, it is yours.
With the Product Engineer: when a requirement cannot be met in configuration, or when the same requirement has now appeared at the third customer, you make the case for building it into the product. You write the specification, they build it, and you are the one who confirms it actually solves the customer problem it came from. After that it is part of the standard and you configure against it like anything else.
Key Responsibilities

• Shape the technical solution with the customer, including their enterprise architects and IT leads.

• Turn business requirements into a clear, implementable specification.

• Drive requirements to clarity, relentlessly. Chase the customer's IT organization until an answer is specific enough to build on.

• Configure integrations on our platform where the standard covers it, and document what you have configured.

• Identify precisely where the standard does not cover a requirement, and judge whether it belongs in configuration or in the product.

• Identify major development needs and technical roadblocks early, and escalate them to the Senior Project Manager and into the steering committee while there is still time.

• Prepare those discussions with the customer: make the implications clear, and bring options rather than a refusal.

• Prepare scope decisions with options, effort and consequences, and bring a clear recommendation to the steering committee or to our engineering leadership.

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