During periods of organizational restructuring, Technical Program Management roles are often disproportionately affected, despite being critical individual contributors who enable the scaling and on-time delivery of technology programs. Unfortunately, in teams such as DAP, internal politics can overshadow performance and value creation.
A recurring concern is that some Engineering Directors and VPs, who lack sufficient technical expertise, tend to dismiss input from Technical Program Managers. This undermines collaborative problem-solving and hinders innovation. TPMs are not just facilitators—they often bring strong technical acumen and strategic foresight that can significantly improve delivery outcomes.
If Visa truly aims to scale effectively, it is imperative that leadership, especially at the Director and VP levels within Engineering, be re-evaluated—not only for their leadership capabilities but also for their depth of technical understanding. Without this, decision-making becomes siloed, and valuable voices are suppressed.
Regrettably, to protect leadership layers, the organization sometimes positions the middle layer—those driving execution—as scapegoats. This practice is not just demoralizing; it’s ethically questionable.
In summary, if you value a workplace that embraces constructive collaboration and accountability over politics and blame-shifting, this environment might not be the right fit
