Project Manager

Our mission is to build a healthier and more connected world with precision health and genealogy services. We empower individuals with actionable insights into their genetic makeup, fostering a deeper understanding of their ancestry, health, and wellness. By integrating the experience of Gene by Gene Laboratory Services, FamilyTreeDNA genealogy, and myDNA reporting services, we strive to deliver cutting-edge genetic testing and personalized solutions that inspire informed decisions and enhance quality of life. Our team is dedicated to advancing the field of genomics through innovation, research, and a commitment to excellence.

All employees are expected to demonstrate our values of Innovate, One Team, and Integrity when carrying out the accountabilities and responsibilities of their role. This is how we show up every day for ourselves, our colleagues and our customers and strategic partners to deliver our vision and strategic goals.

The Project Manager owns the end-to-end delivery of cross-functional projects for a mid-sized global biotechnology company with presence in the United States, the United Kingdom, and Australia. The role sits at the intersection of many audiences that often speak very different languages, but share a common goal: the engineering and development teams building our products, and the executive leaders setting the vision. The Project Manager translates fluently in both directions, converting executive strategy into clear, executable plans for technical teams, and distilling technical progress, trade-offs, and risks into sharp, decision-ready updates for leadership.

• →Project Planning & Delivery
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  • →Define project scope, objectives, timelines, milestones, and resource plans in partnership with executive sponsors and engineering leads.
  • →Drive projects from initiation through delivery, holding teams and timelines accountable and maintaining momentum with a strong sense of urgency.
  • →Manage competing priorities across a lean team, sequencing work so effort is never duplicated and resources are deployed where they create the most value.
  • →Deliver projects on time and within scope, escalating early and with options when constraints emerge.
• →Engineering & Development Team Coordination
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  • →Serve as the day-to-day delivery partner for developers and engineers, running standups, sprint ceremonies, and delivery cadences as appropriate.
  • →Translate business and executive requirements into clear, well-scoped work for technical teams, and remove blockers quickly so engineers stay focused on building.
  • →Understand technical constraints, dependencies, and trade-offs well enough to represent them accurately in planning and executive conversations.
  • →Protect engineering time by consolidating requests, filtering noise, and keeping meetings purposeful and brief.
• →Executive Alignment & Vision Translation

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  • →Partner directly with executives and senior leaders to convert strategic vision into concrete roadmaps, deliverables, and success measures.
  • →Provide concise, decision-ready reporting to leadership: status, risks, options, and a recommendation, not a recitation of activity.
  • →Manage up effectively, anticipating what leaders need to know and when, and surfacing decisions before they become bottlenecks.
  • →Keep executive expectations grounded in delivery reality, communicating trade-offs candidly and constructively.
  • →Communication & Cross-Functional Coordination
  • →Coordinate across departments and time zones spanning the United States, the United Kingdom, and Australia, keeping globally distributed stakeholders informed and aligned.
  • →Tailor communication style to the audience, technical depth for engineers, brevity and business impact for executives.
  • →Maintain a single source of truth for project status, decisions, and action items so no work is lost or repeated.
• →Risk, Issue & Change Management

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  • →Identify risks and issues early, quantify their impact, and drive them to resolution with a bias for action.
  • →Manage scope changes with discipline, assessing impact on timeline, resources, and dependencies before commitments are made.
  • →Approach setbacks as problems to be solved, bringing energy and options to the table rather than obstacles.
• →Process & Continuous Improvement
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  • →Establish right-sized project management practices, enough structure to ensure delivery, never so much that process slows a lean team down.
  • →Continuously streamline workflows, eliminate redundant steps, and improve how projects are planned and delivered.
  • →Share tools, templates, and lessons learned so improvements benefit the whole organization.

• Skills and Knowledge
• • Strong command of project management methodologies (Agile/Scrum and traditional/waterfall) and the judgment to apply the right amount of process for a lean organization.
  • Proficiency with project management and collaboration tools (e.g.,Zoho, Jira, Asana, Smartsheet, Microsoft Project, Confluence).
  • Exceptional communication skills with proven ability to work fluently with both technical teams and senior executives.
  • Strong sense of urgency and bias for action; comfortable driving momentum in a fast-paced environment without close supervision.
  • Positive, solutions-oriented mindset; approaches challenges with energy and options rather than dwelling on obstacles.
  • Sharp prioritization and organizational skills; able to manage multiple concurrent projects without dropping details.
• Experience
• • 3+ years of project management experience, including direct experience managing projects delivered by software developers or engineering teams.
  • Demonstrated experience working directly with executives and senior leaders, including translating strategic vision into executable plans.
  • Experience in biotechnology, life sciences, healthcare, or another regulated industry is highly regarded.
  • Experience coordinating work across globally distributed teams and time zones is an advantage.
• Education
• • Bachelor’s degree in business, technology, life sciences, or a related field, or equivalent practical experience.

• Internal Stakeholders
• • Executive leadership team (project sponsors and vision owners): primary partners for project direction, prioritization, and reporting.
  • Engineering and development teams: primary delivery partners for day-to-day execution, planning, and blocker resolution.
  • Department heads and functional leads across the United States, the United Kingdom, and Australia: coordination on cross-functional dependencies and resourcing.
  • Laboratory operations and quality teams: alignment on projects touching laboratory services, compliance, and product quality.
• External Stakeholders
• • Technology vendors and service providers: coordination on deliverables, timelines, and integration work.
  • Strategic partners: project-level coordination as directed by executive sponsors.

• Decisions this role makes alone
• • Day-to-day project execution: task sequencing, meeting cadence, delivery mechanics, and working-level coordination across teams.
  • Project communication: status reporting formats, escalation timing, and stakeholder updates.
  • Process and tooling choices for managing assigned projects, within approved systems.
  • Prioritization of working-level issues and blockers, including when to resolve directly and when to escalate.
• Decisions this role makes under guidance or escalates
• • Changes to project scope, budget, or committed timelines: escalated to the executive sponsor with an impact assessment and recommendation.
  • Resource additions or reallocation across teams: made jointly with the relevant functional leaders.
  • Strategic direction and prioritization across the project portfolio: owned by executive leadership, with input from this role.