This posting's preferred list reads like a résumé line: founder mindset, Engineering Manager or similar, a fast-moving startup where structure has to be created rather than followed. All three are literally true of Fauzul. He co-founded in 2017 and spent nine years sequencing its delivery, holding two of the four titles this posting names as equivalents on the way through: Principal Staff Software Engineer, then Software Engineering Manager, before CIO. The one title he has not held is Technical Program Manager. The job underneath it he has done for years: parallel client programs live in ten geographies at once, GDPR, HIPAA, VAT and WCAG 2 tracked across five client organisations as dependency maps with hard external deadlines, and a 75% cut in time-to-market nobody had asked him for. He is still an engineer, so the coordination does not stall while someone explains the dependency. He is ready to be in Stockholm on-site, five days a week.
Principal Staff Software Engineer from 2020 to 2022, Software Engineering Manager from 2022 to 2024, then CIO. The first two are the equivalents this posting names, held back to back rather than approximated. The honest twist is that he set the bar himself rather than joining an organization that had already set it.
Ten of them, running in parallel under a single engineering org he co-founded and later ran as CIO, each with its own roadmap, contract and deadline. Cross-team, cross-timezone delivery was the daily condition, not a project he once led and now retells.
Ships production TypeScript and React on , and Go on 's ConnectRPC backend, both solo. A program manager who can read a dependency graph and a pull request removes an entire class of miscommunication between the plan and the code.
Each of these is a real, dated receipt, not a personality-test answer to a program-management prompt.
had no board scoping the week. The CI/CD pipeline, the remote-first operating rhythm, and the compliance checkpoints were things he built, not things he followed, because nobody above him had built them first.
Dhaka, Zurich, Möhlin, Oslo, Sandnes, London, Dubai, California, New York and Quebec, running client work at the same time under one engineering org.
is his own TypeScript, Express and Prisma build on the Anthropic SDK, live at wiregent.com. He stepped out of 's operating role in 2026 and remains a stakeholder and advisor there.
Every release was being negotiated by hand. He built the pipeline instead, and nobody had put it on his roadmap. Seeing the blocker before a team files it is the whole trade.
Delivered across five client organisations with hard external deadlines and no room for a missed handoff between legal, product and engineering.
's architecture decisions are published as decision-and-rationale pairs, including the ones that record a first approach being wrong. The RFC and ADR review format is new to him; the habit underneath it is not.
A Technical Program Manager seat driving Lovable's most important cross-team initiatives from idea to execution: connecting engineering work to company goals, removing roadblocks, shipping complex programs on time and at quality. Tap any "Ask Fauzul" chip to go deeper than the summary.
Nine years driving 's delivery, with client programs live in ten geographies at once. The teams were client pods rather than one product org's squads, and they still had to be planned, sequenced and landed against deadlines nobody could move. Frontgo is the clearest single instance: a dedicated engineering pod hired and stood up from zero to Vipps-integrated production in Norway while the rest of the portfolio kept shipping in parallel.
Still writes production code. is his own build in TypeScript, Express, Prisma and PostgreSQL on the Anthropic SDK, live at wiregent.com, and 's backend is his own Go and ConnectRPC. At he architected the multi-tenant SaaS systems with RBAC and SSO underneath the internal monorepos carrying and . Architecture, dependencies and tradeoffs are things he has owned, not things he has been briefed on.
The compliance work is the sharpest example: GDPR, HIPAA, VAT and WCAG 2 run across five client organisations, each one a dependency chain between a client's legal side, a product owner and an engineering pod, against a date that did not move. Running ten client geographies at once meant deciding every week which team's fire actually mattered and which could wait. He is also a Certified Scrum Product Owner, so the prioritisation vocabulary is shared rather than improvised.
He treats a release cadence as something you engineer rather than something you hope for. GitHub Actions CI/CD and automated multi-cloud deployment cut 's time-to-market by 75%, turning every release from a hand-negotiated event into a predictable pipeline. Internal n8n and GitHub Actions workflows did the same for the recurring manual handoffs, taken out before they queued up as tickets against a team that had other work.
Handled headcount and leadership tensions directly rather than escalating them. He coached engineers into their next roles instead of managing them out: two alumni now lead teams in Norway, one took up graduate study in Canada on his recommendation, and another moved into UX design in Germany. Influence that survives someone leaving is the version worth trusting across teams he will not manage.
He held two of the four titles this bullet names outright: Principal Staff Software Engineer at from 2020 to 2022, then Software Engineering Manager from 2022 to 2024, before moving up to CIO. What's honestly different is the organization. is the company he co-founded, not one he joined already built. The titles are real; the 'high-performing engineering organization' most readers will picture is not the one he held them inside.
He set 's engineering bar rather than inheriting one, and the org he set it for was real: 22 engineers, remote-first since 2020, delivering for clients in ten geographies. It is the same claim under a less legible label.
Literally a founder. Co-founded in 2017 and ran it for nine years. Currently solo-building and , both of them builds where he sets the structure, ships, and course-corrects on his own judgement.
Built 's remote-first operating rhythm from nothing in 2020: a 50% productivity boost and a 100% satisfaction boost, with no playbook to follow beforehand. The rhythms that made it work, the review cadence, the handoff points, the compliance checkpoints, were designed rather than adopted, because there was nothing to adopt.
He is one. He writes the code on and himself, and the years before the management titles were spent as an IC, through UX Engineer and then Principal Staff Software Engineer. Engineers get a counterpart who has shipped the same kind of system, not someone learning the vocabulary on the job.
Ask him to build the workspace for Technical Program Manager. Here is what ships first, generated the way Lovable generates everything else.
Build the day-one workspace for the Technical Program Manager seat.
Building your workspace…
Ran this shape for nine years at ELO, across ten client geographies and five time zones.
The JD's own example: Monday's priority reframed by Wednesday. This is the meeting that catches it before it costs a sprint.
Agenda, pre-reads, and the follow-through system that makes decisions survive contact with the week after.
Shaping how the CEO communicates, which is the half of this role nobody sees.
Nine years driving ELO's delivery, with client programs live in ten geographies at once. The teams were client pods…
The compliance work is the sharpest example: GDPR, HIPAA, VAT and WCAG 2 run across five client organisations, each…
Built ELO's remote-first operating rhythm from nothing in 2020: a 50% productivity boost and a 100% satisfaction…
Set the hiring bar at ELO and held it while scaling from zero to 22 engineers.
Ran the loop end to end, including the hard conversations at the offer and headcount stages.
The part most trackers skip: whether the leader actually lands, and stays.
Claude-led for client delivery. Everything else is deliberate experiment: skills, hooks, harnesses, and loops that cut cost, tokens, and time-to-ship.
When a workflow shows up more than once, I turn it into an agent skill with reusable instructions and triggers, rather than a one-off prompt.
Most builds add hooks, tools, or plugins aimed at lower spend, tighter token use, and faster delivery. It is deterministic control in the places where prompts alone waste budget.
Recently connected Claude to Antigravity CLI (agy) so image generation rides an existing subscription, iterating taste-of-design and sharpening a design skill through that loop.
Claude Code for primary client build work; Antigravity and others when the task or token budget asks for it. This site's chat runs on-device Gemma 4 E2B (WebGPU + MediaPipe, model hosted on R2). NewScriber scripts with Kimi via OpenRouter and voices with Gemini TTS via Azure.
He has never held it. He held two of the four titles this posting accepts instead, and spent nine years sequencing client programs in ten geographies against deadlines set outside the company. The posting's own 'or similar role' clause is where he lands, and there was no TPM function above him to grow into because he was building the company that would eventually need one.
His teams were client pods with separate codebases, roadmaps and contracts. Lovable's programs run across engineering teams sharing one product, where a dependency is a branch rather than a contract and people can be moved between teams mid-program. Coordinating pods that could not be reassigned is a different scheduling problem from one where they can, and he would rather learn that difference in the first month than assume it transfers.
The decisions on his own builds are written down before the code, published with their rationale, and the daily job at was converting a vague client ask into something an engineering pod could execute against. What is missing is time inside a multi-stakeholder RFC review cycle, where the document is negotiated by several teams rather than published by its author. The format is the new part.
Every requirement above is a box a competent candidate could tick. These are the reasons the coordination holds up under pressure. None of them appear in the posting, and all of them compound in a Technical Program Manager seat.
A TPM who can write the dashboard, the CI check, or the migration script themselves removes an entire negotiation with engineering capacity. That is not aspirational. went from scaffold to a working platform in eight days, solo and agent-led throughout: agentic due diligence that reads a company's records the way a professional reads a file, wired to a double-entry, hash-chained ledger, a token economy, and temporal certification that proves change and growth over time rather than at a single point. The verdict cites its evidence and names what it could not score.
Agency and studio delivery meant absorbing operating pressure from dozens of clients across five verticals, not one company's internal politics. Pattern-matching a new cross-team fire against something already survived is the default, not a stretch.
Two alumni now lead teams in Norway, one took up graduate study in Canada on his recommendation, another moved into UX design in Germany, an early-career direct report from 's in-office years is now at Amazon in Sweden, and two lead at top local Bangladeshi firms. A program manager who also grows the people they align gets more of the second ask granted.
Across five client organisations he designed the regulatory constraints in on day one rather than bolting them on at audit, and taught each client's team enough of the law to keep doing it without him. For a company adding enterprise dependencies quickly, that instinct catches the six-figure retrofit while it is still a design decision.
A 900+-day French streak, kept in public with grammar explainers on YouTube, alongside a shipping log anyone can read. The trait this seat actually runs on is showing up without being asked, visible over years rather than asserted in an interview.
The honest answers. The TPM title is not on the CV, the named equivalents are; the RFC and ADR review cycle is a format he has not sat inside; and the engineering organization behind the titles is one he built rather than joined. Here is what is real instead.
Because I have done the function without the label. Nine years running programs across ten client geographies at once, under three titles at , two of which this posting names as equivalents, and with nobody above me setting the week's sequence. The title is new to my CV. The work is not.
It is genuinely different. I did not join an organization with an existing bar; I set 's, and the org I set it for was 22 engineers, remote-first since 2020, shipping for clients in ten geographies with no external structure forcing the discipline. The fair question back is whether I can now operate well inside someone else's system rather than my own, and that is the part I actually want. Nine years of being the last line on everything is a good argument for wanting a strong bar around me rather than under me.
Staying technical is not the same as staying on the critical path. I write code and review architecture to keep my judgement current, not to insert myself into work that belongs to a tech lead. The actual TPM motion, tracking dependencies, removing blockers, keeping three teams aligned on a plan, is a different job from shipping the feature, and I already learned that distinction scaling from doing everything myself to coaching engineers who could do it better than I could.
By what I have actually written rather than a process I have sat inside. 's architecture decisions are published, each one paired with its rationale, including the ones that record a first approach being wrong. Turning an ambiguous client ask into a plan three teams could execute against was the daily job at . What I have not done is sit inside a formal, multi-stakeholder RFC review cycle where the document gets negotiated before it gets approved. Naming a tradeoff in writing before building is already the habit; the review format is the new part.
There is a Sweden thread and it is a modest one: an early-career direct report from my in-office years at is now at Amazon in Sweden. The wider region is not abstract either. I led the Frontgo engineering pod through the Vipps integration in Norway, and my closest friend is in Oslo, so I am in the Nordics regularly. I am not claiming Stockholm roots I do not have. On the five-days part, that is the version of this job I want: most of what a program manager picks up is the thing said in the corridor after the meeting, and I would rather be there for it.
Most of what I did at already had this shape. The title said CIO; the daily motion was clearing the path in front of a pod and then getting out of it, because a pod that is waiting on me is a pod I have made slower. Removing blockers and protecting a tech lead's time is not a step down from that. It is the same motion with the title sized correctly, and it comes without the part of the CIO job I do not miss.
Genuinely ready to work from Stockholm full time, on the CEO's clock.
