Staff Technical Change Manager

JOB PURPOSE:

The Technical Program Governance team enables complex technical initiatives across PlayStation engineering organizations by creating clarity, alignment, and disciplined execution across organizational boundaries.
As a Staff Technical Change Manager, you will lead the people, adoption, and organizational dimensions of complex technical change across engineering and technology organizations. You will work alongside technical leaders, architects, program managers, and delivery teams to understand what is changing, who is affected, what will be required of them, and how to move from awareness to sustained adoption.

This is a technical change role. Success requires more than familiarity with software-development terminology or experience working near engineering teams. You must be able to understand systems, platforms, architecture, integrations, engineering delivery models, and technical dependencies well enough to identify meaningful change impacts, ask informed questions, and translate technical decisions into practical organizational action.

This role offers the opportunity to build and shape change capability from the ground up. You’ll help define how change is led, scaled, and embedded across a growing technical organization, creating practical approaches that can evolve with the business rather than inheriting a fixed playbook.

EXPERIENCE & QUALIFICATIONS:

Essential

• Demonstrated experience leading complex, cross-functional organizational change within technology, engineering, digital, or technical environments.

• Strong technical fluency across modern software and technology environments. Able to understand systems, platforms, architecture, integrations, engineering workflows, and technical dependencies well enough to assess organizational impact and engage credibly with technical leaders.\

• Proven ability to translate complex technical concepts and decisions into clear stakeholder impacts, adoption needs, communications, enablement plans, and practical actions.

• Deep practical knowledge of organizational change methods and tools, combined with the judgment to adapt, combine, simplify, or move beyond a methodology when the situation requires it.

• Experience developing end-to-end change strategies, including stakeholder analysis, impact assessment, readiness, communications, engagement, learning or enablement, adoption measurement, and reinforcement.

• Strong independent judgment and problem-solving skills, with a record of operating effectively in ambiguous environments where the change strategy, operating model, or path forward is still being created.

• Ability to influence senior technical and business leaders, facilitate difficult conversations, build alignment across competing priorities, and move decisions forward without direct authority.

• Experience using qualitative and quantitative signals to assess adoption, identify resistance or friction, test assumptions, and adjust strategy based on evidence rather than process compliance.

• Demonstrated ability to create reusable frameworks, playbooks, tools, and guidance and to coach others so change capability scales beyond the individual.

• Excellent written and verbal communication skills, including the ability to produce concise executive narratives while retaining enough technical substance for engineering audiences.

Desirable

• Consulting or transformation advisory experience, particularly in environments requiring rapid context building, executive influence, and practical recommendations across multiple clients, organizations, or business units.

• Experience building or materially evolving a change capability in an organization where practices, roles, standards, and expectations were not already mature or consistently established.\

• Experience supporting platform, infrastructure, cloud, architecture, developer tooling, enterprise systems, or other technically complex transformation work.

• Experience working directly with engineers, architects, technical program managers, product leaders, and senior technology executives.

• Background in the games, interactive entertainment, or large-scale technology industry.

• Formal change-management certification.

KEY RESPONSIBILITIES & SCOPE FOR DECISION MAKING:

Technical Change Strategy and Delivery

• Lead change strategy and execution for complex technical initiatives spanning multiple teams, organizations, technologies, or geographies.

• Build a clear understanding of the technical change itself, including affected systems, dependencies, operating models, workflows, roles, and decision points, before determining the appropriate change approach.

• Translate technical implementation plans into stakeholder impacts, readiness needs, adoption risks, engagement strategies, and measurable change outcomes.

• Embed organizational readiness into the design and delivery of major initiatives, helping ensure change is considered from the beginning and translated into sustained adoption, stronger execution, and measurable business impact.

• Identify adoption barriers early, frame the underlying problem, and drive practical interventions that address behavior, capability, process, structure, or incentives as appropriate.

• Define meaningful measures of readiness, adoption, and sustained use, and adjust strategy when evidence shows the current approach is not working.

Technical Partnership and Organizational Judgment

• Partner closely with engineers, architects, technical program managers, product leaders, and subject-matter experts to understand technical decisions and their organizational consequences.

• Ask informed technical questions, challenge assumptions constructively, and surface dependencies or downstream impacts that may otherwise be missed in change planning.

• Operate as a trusted advisor to senior leaders, bringing clear recommendations, rationale, risks, tradeoffs, and expected outcomes rather than relying on escalation or waiting for direction.

• Demonstrate strong judgment about where and how change leadership can add value. Read the room, adapt to the audience and organizational context, and apply the right level of structure to accelerate outcomes without introducing unnecessary process.

• Use organizational context, stakeholder insight, and data to determine where leadership attention is required and where teams can move independently.

• Connect technical transformation to business and organizational outcomes so leaders understand not only what is changing, but why it matters and what successful adoption looks like.

Capability Building and Scale

• Help build a practical, scalable technical change-management capability, including reusable frameworks, playbooks, templates, decision guides, and operating practices.

• Create lightweight approaches that can be used by program and technical leaders directly, reserving specialist change support for the work where it creates the most value.

• Coach leaders, TPMs, and cross-functional partners on stakeholder engagement, readiness, adoption planning, resistance, and reinforcement so change knowledge spreads through the organization.

• Use strong facilitation and organizational judgment to bring the right people together, navigate competing perspectives, and turn complex conversations into clear decisions, alignment, and action.

• Capture lessons learned and patterns across initiatives and use them to improve future change strategies, tools, and organizational practices.

• Leave teams more capable than you found them by building knowledge, confidence, and repeatable practices that continue beyond an individual initiative.

KEY PERFORMANCE INDICATORS

·       Sustained adoption and organizational readiness for complex technical changes, demonstrated through measurable use, behavior change, or operating outcomes.

·       Quality and timeliness of change-impact identification, stakeholder strategy, risk management, and interventions across multiple initiatives.

·       Demonstrated technical credibility and effectiveness partnering with engineering, architecture, program, and senior leadership audiences.

·       Evidence that change approaches are adapted based on context, feedback, and data rather than applied mechanically.

·       Measurable growth in organizational change capability through reusable tools, coaching, knowledge sharing, and increased self-sufficiency of partner teams.

·       Senior stakeholder confidence in the clarity, practicality, and strategic value of change recommendations and execution.

The individual will be measured on:

• Successful adoption and sustained impact of complex technical and organizational changes, with clear evidence that intended outcomes are understood, adopted, and embedded.

• Ability to identify where change leadership will have the greatest impact, applying sound judgment and the appropriate level of structure based on the audience, environment, risk, and desired outcome.

• Quality of strategic partnership with technical and business leaders, including the ability to build trust, navigate organizational dynamics, challenge constructively, and influence decisions.

• Effectiveness in translating complex technical change into meaningful organizational action, connecting technical direction with what teams need to understand, do differently, and sustain.

• Measurable improvements in organizational readiness and adoption, using meaningful indicators and feedback to identify barriers, adjust strategy, and improve outcomes.

• Growth of scalable change capability across the organization, including practices, approaches, and knowledge that enable leaders and teams to manage change more effectively without continued direct support.

• Ability to strengthen and evolve the organization’s approach to change, identifying opportunities to improve how change is led and building practical capabilities that can scale as the organization matures.

• Effectiveness operating independently in complex and ambiguous environments, bringing recommendations, exercising strong judgment, and driving work forward without requiring a predefined playbook.