Organize, coordinate and drive complex programs — technical enough for the engineers, clear enough for the executives.
This is the job a founder-CIO already does — just named precisely. Lead complex, multi-disciplinary programs end to end: plan the requirements, manage the risk and the schedule, drive the launch, and move fluently between the engineers' tradeoffs and the executives' call. Fauzul has done exactly that for a decade. He co-founded and grew it into a 22-person team across engineering, product and design, rising UX Engineer → Principal Staff SWE → Engineering Manager → CIO — where program management wasn't a function beside the job, it was the job. He drives launches and builds the metrics behind them: CI/CD pipelines that delivered 4x faster time-to-market (75% reduction in cycle time), a remote-first transition that lifted productivity 50% and satisfaction 100%, and a HIPAA clinical platform that onboarded 2,212 patients and coordinated 9,650 schedules. He rolls out new technology under ambiguity — an embedded pod taken 0→production for Norway's Frontgo and handed cleanly in-house, a Claude-powered CMS live in a client's stack, and , the six-agent Gemini mesh from his Google × Kaggle capstone. He's technical enough to earn engineers' trust and founder enough to hold the room with executives — and the relationships compound: two alumni now lead teams of their own in Norway.
Programs driven start to finish — launches, metrics and clean handovers
Program management wasn't a function beside my job — it was the job. Plan it, de-risk it, align engineers and executives, ship it, and own the metrics that prove it landed.
An embedded pod shipped 0→production — and a HIPAA platform tracked by the numbers
Two programs, driven end to end. Frontgo: hired and led a dedicated engineering pod for a Norwegian fintech, integrating Vipps payments and core financing systems, setting the pod's practices, and driving through to a clean in-house handover — rolling out new technology inside a customer's organisation. : architected and ran a HIPAA-compliant clinical platform whose program health he tracked through 2,212 patient onboardings and 9,650 coordinated schedules in 2026. Around both: grown into a 22-person team across engineering, product and design, a remote-first transition measured at +50% productivity and +100% satisfaction, and CI/CD that delivered 4x faster time-to-market (75% reduction in cycle time).
Frontgo (Norway): embedded pod hired and led 0→production — Vipps payments + financing systems, driven to a clean in-house handover.
: HIPAA clinical platform program — 2,212 patient onboardings · 9,650 coordinated schedules (2026), tracked as program health.
Delivery metrics built and evolved: delivered 4x faster time-to-market (75% reduction in cycle time) via CI/CD; remote-first transition at +50% productivity, +100% satisfaction.
Relationships that compound: grown into a 22-person team across engineering, product and design; alumni now lead at organisations in Norway (2), with others taking next steps in Canada and Germany.
Program leadership — ELO grown to 22, EM → CIO
Requirements, risk, schedules and delivery pace owned across five verticals and nine geographies · CSPO / Scrum · cross-functional coordination of engineering, product, design, QA and clients · stakeholder management from ICs to client CTOs to C-suite.
Launches, metrics & quantitative visibility
Time-to-market cut 300% via CI/CD · remote-first transition +50% productivity / +100% satisfaction · HIPAA platform tracked through 2,212 patients & 9,650 schedules · structured and unstructured signals turned into stakeholder visibility.
Technical credibility & a decade on Google's stack
Still ships the modern edge — a Claude-powered natural-language CMS in a client's production stack · VisaPros, a six-agent A2A mesh on Gemini 2.5 Flash Lite + Google Search grounding (Google × Kaggle capstone) — on top of years backing Google's stack: Flutter early (Singistic, 10k users, 2019) · Firebase in production (notifications, test distribution, a Firestore migration with A/B-tested onboarding for a Dubai client) · Cloud Run running today's initiatives. Code standards, NX monorepos, OIDC/RBAC backbone; this site's chat runs Google's on-device Gemma 4 E2B.
Qualification by qualification
Mapped point-by-point to the posting's minimum and preferred qualifications — verbatim, with a verdict and evidence for each. Where there's a real gap, it's marked as one, with the bridge.
Minimum qualifications
Bachelor's degree in a technical field, or equivalent practical experience.
Field of study: Computer Science & Engineering at North South University — then the equivalent-practical-experience route the posting explicitly names: a UN internship (2016–17), co-founding in 2017, and nine-plus years of shipped production systems and program delivery since.
5 years of experience in program management.
A decade of it, just under a founder's title. As Engineering Manager then CIO he planned requirements, managed risk and schedules, set delivery pace, and drove programs to completion across five verticals — formalised with CSPO and Scrum practice. Program management wasn't a function he supported; it was the core of running customer delivery at .
Experience working with cross-functional teams and programs.
Cross-functional is the only way he's ever shipped: coordinating engineering, product, design, QA and client stakeholders across simultaneous programs in health-tech, fintech, hospitality, music-tech and export — and embedded pods working directly inside customer organisations (Frontgo, SkyTracks).
Experience in different levels of stakeholder management.
Every level, daily: individual engineers and designers, client CTOs and product owners (SkyTracks, ), and C-suite executives and company principals — translating the same program up to executives and down to engineers without losing either audience. A founder is accountable to all of them at once.
Preferred qualifications
Experience working with internal product and engineering teams, large customer teams, managing cross-functional programs, and rolling out new technology and solutions.
Rolling out new technology under real stakes is the through-line: an embedded engineering pod shipped 0→production for Norway's Frontgo (Vipps payments, financing systems) through a clean handover; a Claude-powered natural-language CMS rolled into a 26-year-old export house's production stack; AI/agentic systems brought into legacy estates. Customer teams ranged from founder-led startups to established enterprises.
Ability to navigate ambiguity, balance a broad range of internal and external factors when identifying problems, propose solutions, and make decisions.
Ambiguity is a founder's default operating condition. For a decade he scoped from a blank page across five industries, weighed technical, commercial, compliance and people factors at once, and owned the decision — then was accountable for the outcome. 0→1 under uncertainty, repeatedly, with real money on the line.
Excellent relationship-building skills with the ability to influence people.
Relationships that compound: multi-year client partnerships (four years alongside SkyTracks' CTO in Canada), and mentorship with measurable downstream impact — two alumni now lead at organisations in Norway, others took next steps in Canada and Germany. Influence without authority is exactly how a founder-CIO moves clients and a remote team.
Excellent verbal and written communication skills.
Communicates in public, on the record: engineering pattern papers on Medium (monorepos, developer productivity), a Dhaka Tribune op-ed, a GitOps-with-Terraform webinar series on YouTube, and weekly French grammar explainers taught to an audience. This very page is a written, structured argument built to be read by humans and AI alike.
Excellent problem-solving and critical thinking skills.
A decade of reducing ambiguous, cross-domain problems to shippable decisions — and the quantitative instinct the role wants: he builds the metrics himself (delivered 4x faster time-to-market (75% reduction in cycle time), +50% productivity, 2,212 patients / 9,650 schedules), interpreting structured and unstructured signals into visibility for stakeholders.
Strengths & honest gaps
Drove complex, multi-disciplinary programs start to finish — for a decade
Co-founded and grew it into a 22-person team across engineering, product and design, running customer delivery as Engineering Manager → CIO: planning requirements, managing risk and schedules, setting delivery pace, and driving programs to completion across five verticals and nine geographies. Program management under a founder's title — the same scope the JD describes, owned end to end with CSPO/Scrum rigor.
Fluent both ways — engineers and executives
Technical enough to be a trusted advisor to engineers (still ships production code — a Claude CMS in a client's stack, ' six-agent Gemini mesh) and a founder's instinct for the executive conversation. He translates the same program up to C-suites and down to ICs without losing either — the exact comfort the role asks for.
Launches, and the metrics behind them
Drives delivery and builds the visibility around it: GitHub Actions + multi-cloud pipelines that delivered 4x faster time-to-market (75% reduction in cycle time), a remote-first transition (+50% productivity, +100% satisfaction), and a HIPAA clinical platform that onboarded 2,212 patients and coordinated 9,650 schedules in 2026. The 'develop, build and evolve metrics with reliable datasets' responsibility, already lived.
Rolls out new technology under ambiguity
An embedded engineering pod shipped 0→production for Norway's Frontgo (Vipps payments, financing) through a clean in-house handover; a Claude-powered natural-language CMS rolled into a 26-year-old export house's production stack; agentic systems carried into legacy estates. He weighs technical, commercial, compliance and people factors at once and owns the decision.
Relationships and communication that compound
Multi-year client partnerships and mentorship with downstream proof — two alumni now lead at organisations in Norway. Communicates in public: engineering pattern papers, a YouTube webinar series, an op-ed, and a 912-day French streak shared openly as @FrenchwithFauzul. Influence without authority, which is the whole TPM job.
Program management inside a structured TPM org at hyperscale — Google's review cadences, planning rituals and cross-org scale.
First quarterThe primitives are identical — requirements, risk, schedules, stakeholders, launches, metrics — but I've run them founder-led, not inside a formal TPM function at Google's scale. I'd close it by learning the existing cadences and the org's operating rhythm before changing anything, and bringing a decade of decision-ownership and deployment scar tissue rather than a process I want to impose.
Operating across Google Cloud's internal landscape — teams, partners and systems new to me.
Weeks, not quartersNew surface, familiar muscle: my whole career is dropping into an unfamiliar organisation, mapping the stakeholders and constraints fast, and earning trust by listening first. I ramp on a new domain visibly and quickly — the same in-public discipline behind a 912-day French streak is how I close any gap.
Candid answers
The questions a Google hiring manager should ask — answered candidly: why a founder-CIO wants a TPM seat, whether founder-led program management maps to a structured TPM org at hyperscale, the technical-depth balance, the metrics-and-data expectation, and whether Dublin is real.
You co-founded ELO and serve as its CIO — why step into a Technical Program Manager seat?
Because TPM is the part of my job I love most, with the parts I don't around it stripped away. What energises me is taking an ambiguous, multi-disciplinary problem and driving it to a shipped outcome — planning it, de-risking it, aligning engineers and executives, and owning the metrics that show it landed. As a founder I do that with a product engineering venture firm's reach and a thousand unrelated distractions. At Google Cloud the same work comes with frontier scale, world-class engineering teams, and programs that matter to customers in 200+ countries. I'd rather drive that from inside the platform than keep doing it from outside.
You've run founder-led delivery, not program management inside a structured TPM org. Why trust you with this?
Fair, and I won't overstate it. The primitives transfer directly: I've planned requirements, managed risk and schedules, driven launches, set delivery pace, and balanced internal and external factors to make and own decisions — across five verticals and nine geographies, for a decade. What's new is Google's formal TPM rituals, review cadences and cross-org scale, and I'd close that by learning the existing operating rhythm before changing anything. What I bring that's rare is a founder's accountability for both the technical and the business outcome, and the scar tissue of having actually shipped under real stakes — not just coordinated.
How technical are you really — enough to be a trusted advisor to engineers and discuss product tradeoffs?
Genuinely technical, and still hands-on. I came up as a UX Engineer, grew through Principal Staff SWE, and never stopped shipping the modern edge — a Claude-powered natural-language CMS running in a client's production stack, and , a six-agent A2A mesh on Gemini 2.5 Flash Lite with Google Search grounding, are recent personal builds. And I've been on Google's stack for years, not just lately: Flutter back in 2019 (, 10k users), Firebase in production (notifications, test distribution, and a Firestore migration with A/B-tested onboarding for a Dubai client), and Cloud Run running my latest initiatives today. I set code standards and architectural benchmarks at (component libraries, NX monorepos, an OIDC/RBAC backbone). I can sit in an engineering tradeoff conversation and hold my own on the substance, then turn around and frame the same decision for an executive — the bidirectional fluency this role asks for.
The role wants metrics built on reliable datasets and quantitative analysis. Where's your evidence for that?
I build the metrics myself rather than wait for a dashboard. Concretely: I instrumented and drove a 4x faster time-to-market (75% reduction in cycle time) via CI/CD pipelines, a remote-first transition measured at +50% productivity and +100% satisfaction, and a HIPAA clinical platform whose program health I tracked through 2,212 patient onboardings and 9,650 coordinated schedules. I interpret structured and unstructured signals — delivery telemetry, client feedback, compliance state — into the visibility stakeholders actually need to make decisions. Quantitative analysis as a means to drive a program, not a reporting chore.
How do you navigate ambiguity and influence people without formal authority?
Ambiguity is a founder's default condition, and influence-without-authority is how a founder-CIO actually operates — I can't command a client CTO or a remote team into alignment, so I earn it. For a decade I scoped from a blank page, weighed technical, commercial, compliance and people factors together, made the call, and owned the result. Relationships are how it sticks: multi-year client partnerships and mentorship with downstream proof — two alumni now lead at organisations in Norway. I move programs by building trust and clarity, not by org-chart leverage.
Google Cloud serves customers in 200+ countries. You've worked at firm and enterprise scale, not hyperscaler scale.
True, and I won't pretend the scale is the same. What transfers is the discipline: dropping into an unfamiliar landscape, mapping stakeholders and constraints fast, and driving a cross-functional program to a launch. I've done that across nine geographies and five regulated industries. The order of magnitude is new, and I'd treat it with respect — learn the existing programs, partners and cadences before proposing changes. The instinct for cross-org coordination and decision-ownership is exactly what holds up when scale punishes drift.
The role is in Dublin. Are you genuinely set up to relocate and work in Ireland?
Yes — Dublin is a deliberate, intentional move, not a checkbox. My sister is in the UK, a short hop away, so it's not an unfamiliar part of the world for me, and English is my full professional working language, so there's no ramp on communication. I've done the homework to make the move work and I'd land on Irish hours from day one — the full relocation plan is linked on this page if you want the specifics.
The stack & the builds
The track record behind the verdicts — the programs driven, the launches and metrics, and the technical builds that make him a credible advisor to engineers.
Coordinated ELO's dedicated engineering pod for Frontgo (Frontpayment's engineering arm) in Norway. The project itself was owned and driven by the client's dedicated project manager; Fauzul's role was to keep the three-engineer pod aligned — setting engineering practices, advising on the Vipps and financing integrations, unblocking communication and requirement gaps, leading hiring/HR, and running the weekly and monthly syncs — through to a clean handover to the in-house team.
Strategic health-tech partnership and equity investment in Bangladesh's most advanced clinical practice for wound care, diabetes, and nephrology. Spearheaded high-utility, HIPAA-compliant EHR clinical dashboards and scaled digital patient advocacy.
Editorial export site for Global Jute Trading Ltd — a Dhaka-based sourcing & exporting house with 26 years as a company and 35 years of jute trading under its principals. Built to support their push into deeper international markets, with a particular focus on Canada.
Submitted as the capstone for the Google × Kaggle 5-Day AI Agents Intensive (2026). VisaPros is an agentic visa eligibility advisor utilizing a Google ADK agent-to-agent (A2A) hub-and-spoke architecture — parsing documents once and running six parallel country agents as FastAPI microservices to evaluate fit across destinations.
Agentic news scraper & editorial audio briefing network. Scrapes tech and business news via Firecrawl, curates & scripts dual-host dialogues with Kimi via OpenRouter, and renders high-fidelity multilingual voices via Gemini TTS on Azure.
A problem isn't solved until it's solved for all.
On a personal note, Dublin would bring me a little closer to my sister in the UK, just across the water — and it's where I'd love to drive cross-functional programs next. I'm genuinely intentional about the move and would be ready on Irish hours from day one.
See my Dublin relocation plan →