Infrastructure Project Manager

Projects are initiated by internal product teams (CDN, Cloud, Edge AI, DDoS) or by Technical Support on behalf of external customers. At this level, the PM owns more than Jira tracking: a workable plan, realistic timelines, a budget estimate prepared to the team's templates, early visibility of risks, and day-to-day follow-up with the teams involved: architects, procurement, logistics, data centre engineers, and operations.
Types of projects in the team:
Server and network hardware deployments for internal product demand and for external customers (dedicated hardware, managed connectivity).
Capacity expansion, hardware refresh, and decommissioning.
Connectivity and interconnection procurement - IP transit, cross-connects, dark fibre, wavelengths, leased lines, in coordination with the Peering team.
Colocation - racks and cage space in third-party data centres.
PoP build-outs at new sites and migrations between sites - usually run with support from a senior PM or the Head of IPM.
What You'll Do:
Project ownership
Setting the project up in Jira (GI master ticket), breaking it down into tasks, and building a schedule that accounts for dependencies.
Identifying key risks and dependencies at kick-off, and reviewing the plan with your manager on larger or unfamiliar projects.
Tracking linked tasks across counterpart teams' Jira projects: IDS (architecture), PRO (procurement), DCI (on-site installation), HDWR (repair and replacement), and reporting on the active linked tickets, not just the master ticket.
Handling day-to-day project decisions within the agreed plan, and escalating anything that affects budget, priorities between projects, or other departments.
Budget estimation and approvals
Preparing the cost estimate at the Initiation stage using the team's templates: breakdown by NRC / MRC and by component (colocation, leased lines, hardware, small parts), benchmarked against comparable past projects and reference cost tables.
Moving the project through the approval chain and tracking approval turnaround.
Reconciling budget plan versus actuals at project closure.
Technical design and architecture
Briefing the Infrastructure Architects team (RFS / HLD / SDD) and taking part in discussions on BoM, rack layout, power, and network.
Asking architects clarifying questions and checking the design against what the project actually needs.
Procurement
Briefing the Procurement team (what to buy, by when, for which project) and tracking execution. Vendor negotiations are run by Procurement.
Monitoring request and PO statuses, and escalating early when timelines are at risk.
Logistics and delivery to site
Briefing the Logistics team (what needs to go where, and by when) and tracking execution. Shipping, customs, warehousing, and delivery to the data centre are run by the Logistics team.
Tracking ETAs and escalating early when delivery is at risk of slipping.
On-site installation
Briefing the DCIM team on equipment installation: agreeing installation windows, tracking timelines and quality of execution.
Handling discrepancies found at acceptance: missing equipment, equipment routed to stock, equipment routed to repair.
Hand-over to operations
Coordinating the hand-over to the Server Operations and Network Operations teams using the team's hand-over checklist: documentation, configurations, monitoring on-boarding.
Organising and confirming acceptance testing, formally closing the project (sign-off), and capturing lessons learned.
Risk and stakeholder communication
Flagging risks and issues early to your manager and stakeholders, rather than waiting for them to surface.
Keeping stakeholders informed regularly: product teams, operations teams, your manager.
Handling scope changes: assessing impact on timeline and budget, getting agreement, recording it in Jira.
Flow and metrics (Kanban)
The team operates as a Kanban system: no sprints, with WIP limits and flow metrics. Jira statuses are the source of truth for all reporting, so status hygiene is part of the job rather than a nice-to-have: tickets move when work actually starts and finishes, not at the end of the week and not retroactively.
Working with the team's flow metrics — Lead Time, Throughput, WIP — and reviewing your own ageing tickets with your manager.
Following the team's processes and templates (readiness checklists, documentation standards) and giving feedback when something doesn't work in practice.
What We're Looking For:
Minimum 2 years in project management in infrastructure, data centres, telecom, or IT operations. You should be comfortable running a standard project without step-by-step support.
Solid understanding of server and network hardware and how a data centre works: racks, PDUs, power and cooling, basic network topology (switches, cross-connects, IP addressing) - enough for a working conversation with architects and engineers, not just to recognise the terminology.
Confident use of Jira (or an equivalent tracker): structuring a project, linking tasks across projects, keeping statuses and fields accurate.
Reliability and ownership of your own projects: you keep track of your tasks and deadlines and keep your manager and stakeholders informed.
Ability to work with incomplete information and to handle more than one project at a time.
English at B2 or above — enough for correspondence and calls with international partners and vendors. Documentation is written in English.
Clear communication: able to explain technical information to both technical and non-technical audiences.
Nice to have:
Experience with flow-based management (Kanban) and with Lead Time, Throughput, and WIP metrics.
Experience in multi-vendor / multi-partner projects.
Experience with budget estimation for infrastructure projects (NRC / MRC, colocation, leased lines).
Project management certification (PMP, Kanban Management Professional, or similar).
Experience working in a distributed international team.

Employment type
Full-time

Work arrangement
Yes