Nuvia is a dental service organization delivering full-arch implant restorations across roughly 50 centers. Our clinical promise is fast — patients get their new smile in 24 hours — and that promise only holds if the technology behind it holds. Our technology organization spans IT operations, software engineering, data, and clinic technology, and all four of those teams touch every center we run.
We are growing quickly, and the work has outgrown informal coordination.
We are hiring our first dedicated IT Project Manager.
Right now our four technology teams run parallel workstreams that depend on each other constantly. A software release waits on a data model change. A data pipeline waits on an infrastructure standup. An infrastructure standup waits on a center opening. Those dependencies live in people's heads today, which means we usually learn about them the week a date slips.
Your job is to make them visible and to hold the dates.
This is a coordination and accountability role, not a technical decision-making one. Our directors own architecture, tooling, and how the work gets built. You own the plan, the dependency map, and whether we deliver when we said we would. If you like being the person who sees the whole board and keeps everyone honest about sequencing, this is a good seat.
You will not inherit a mature PMO. You will build the process.
Map the dependencies. Build and maintain a documented view of how every active technology project connects — across teams, vendors, and other departments. Identify the critical path. Find the conflicts before they become blockers.
Own the schedule. Maintain the master plan across the portfolio. Run intake so nothing gets a committed date before its scope and dependencies are understood. Run change control so every date change comes with a downstream impact assessment.
Drive delivery. Chase open items. Close loops. Make sure there's never ambiguity about who has the ball. Push projects across the line.
Run the cadence. Lead a recurring cross-team sync focused on blockers and dependencies, not status theater. Produce a weekly portfolio update an executive can read in five minutes.
Surface risk early. Maintain a live risk and issue log. Escalate with a recommendation attached, not just a problem — and escalate with enough lead time that we can actually do something about it.
Write things down. Charters, scope, decisions and the reasoning behind them. Enough documentation that anyone can learn the state of a project without calling a meeting.
● 4+ years managing concurrent technical projects across multiple teams
● Real experience mapping and managing cross-project dependencies — we will ask you to walk us through a specific example
● Fluency with project tracking tools, and the discipline to keep them current when nobody is watching
● Comfort holding senior technical people to their commitments without having positional authority over them
● Strong written communication; this role produces documents that executives read
● Enough technical literacy to understand a dependency when an engineer explains it, and to ask the right follow-up question
● Multi-site or distributed operations experience — healthcare, retail, restaurant, or field services
● Experience in a regulated environment and an understanding of how compliance affects timelines
● Exposure across software delivery, data and analytics, and infrastructure work; our portfolio spans all three
● Experience standing up project management process where none existed
Not required: a PMP or Scrum certification, the ability to write code, or any dental or clinical background.
By 30 days — you have a complete inventory of every active technology project and have published a first dependency map with our directors.
By 60 days — the master schedule is live, weekly portfolio status is landing with the executive team, and new work is flowing through your intake process.
By 90 days — the cadence runs without the CTO in the middle of it, dependency risks are surfacing with real lead time instead of at the deadline, and you have delivered at least one initiative on its original committed date.
Long term — we hit the dates we commit to, our directors say you reduced their coordination overhead rather than adding to it.
