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: the quality of the plan, realistic timelines, a sound budget estimate, risk management, and coordination of several parallel work streams: architects, procurement, logistics, data centre engineers, and operations teams.
We expect a PM to take on a technically and organisationally complex project - a large deployment at a new site, or a multi-vendor integration, and deliver it with minimal involvement from their manager, while proactively communicating status and risks.
Projects you will run:

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PoP build-outs and colocation - new sites, expansion of existing ones, racks and cage space in third-party data centers.

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Server and network hardware deployments for internal product demand and for external customers (dedicated hardware, managed connectivity).

- Capacity expansion, hardware refresh, and decommissioning.

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Connectivity and interconnection procurement - IP transit, cross-connects, dark fiber, wavelengths, leased lines, in coordination with the Peering team.

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Migrations and relocations of physical equipment between sites.

What You'll Do:
End-to-end project ownership

- Setting the project up in Jira ( GI master ticket), breaking it down into tasks, and building a realistic schedule that accounts for dependencies.

- Identifying the critical path and key risks at kick-off - not waiting for your manager to do it for you.

- Orchestrating linked tasks across counterpart teams' Jira projects: IDS (architecture), PRO (procurement), DCI (on-site installation), HDWR (repair and replacement). Knowing where the work physically lives, and reporting on the active linked tickets, not just the master ticket.

- Making operational decisions inside the project yourself. Escalating only what sits outside your authority: budget, priorities between projects, conflicts with other departments.

Budget estimation and approvals

- Initiating cost estimation at the Initiation stage: breakdown by NRC / MRC and by component (colocation, leased lines, hardware, small parts), benchmarked against comparable past projects and reference cost tables.

- Driving the project through the approval chain, tracking approval turnaround, and handling objections.

- Reconciling budget plan versus actuals at project closure.

Technical design and architecture

- Briefing the Infrastructure Architects team (RFS / HLD / SDD) and contributing substantively to discussions on BoM, rack layout, power, and network.

- Being able to tell a realistic technical plan from an unrealistic one, and to ask architects the right clarifying questions.

Procurement, vendors, and contractors

- 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.

- Agreeing responsibility boundaries (RACI) between the project, Procurement, and the vendor where this affects the plan.

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 center 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

- Running the hand-over to the Server Operations and Network Operations teams. These teams sit outside the Infrastructure Department, so the hand-over requires explicit agreements on content, quality, and timing: documentation, configurations, monitoring on-b