TPM Stories — Gurpreet Kaur from Disney Streaming
Interviewed by Iris Yuan
I was born and raised in India before moving to the U.S. in early 2010 to pursue my Bachelor’s degree in Computer Engineering. After completing my degree, I decided to pack up my bags and move from the East Coast to LA, ready to embrace a new chapter in life. Since then, LA has offered me not only a wealth of opportunities but also countless adventures that have helped shape who I am today.
This vibrant city holds a special place in my heart for many reasons, but perhaps the most significant is that it’s where I met my husband. Beyond the professional opportunities, LA has gifted me with unforgettable experiences and lifelong connections, making it more than just a place I live — it’s truly home.
Connect with Gurpreet on LinkedIn.
Tell us about your career journey — how has your career transformed and how did you become a TPM?
People often ask me why I chose to become a Technical Program Manager (TPM) despite having a technical degree and how my technical expertise supports my current role. My technical background allows me to bridge the gap between product and engineering teams more effectively. Having a deep technical understanding of the systems I oversee not only gives me credibility but also enables me to ensure alignment between the technical and business goals.
I strongly believe that TPMs should continuously refine their technical knowledge and have a complete grasp of the domain they operate. It’s not enough to simply manage timelines and resources; as a TPM, you should be able to explain both how a system is architected and why those decisions support business objectives. This depth of understanding is essential for effective problem-solving and decision-making.
One of the main reasons I transitioned into a TPM role was my enjoyment of the execution phase, where I often have the chance to wear multiple hats. I thrive in environments where I can contribute to building a product from the ground up (0 to 1), guiding teams through challenges, and ensuring a seamless path from concept to reality. The versatility and impact of the TPM role make it uniquely satisfying.
You have worked on a variety of technical programs and products, most recently at Disney. How have your previous roles shaped you as a TPM?
As a Lead TPM, I currently support programs under Disney Streaming’s Commerce & Growth platform. Working at Disney has always been a dream, and once you’re inside, you truly grasp the scale and scope of the company. The number of opportunities to grow here is endless, and being part of such a dynamic and expansive environment is incredibly fulfilling.
I come from a versatile industry background — spanning insurance, healthcare, commerce, and now streaming — which has given me valuable insights across various domains. While the core principles of running a program remain consistent across companies, the real excitement lies in the implementation details. One of the key differences between companies is the scope and scale of the people involved in each initiative. At Disney, the scale is massive, and navigating the coordination of so many cross-functional teams has been both challenging and rewarding.
The initiatives at Disney Streaming are on a different level, and I’m fortunate to have the opportunity to lead large-scale programs and collaborate with various teams. The more complex the program, the more fun it is to solve. Being entrusted with high-impact projects that touch so many areas of the business and managing efforts across such a wide scope keeps me engaged and continually excited about the work I do.
In your current role, what are key technologies you drive or collaborate on? How do you keep up with the latest developments?
As a Lead TPM supporting programs within a streaming and commerce platform, I drive and collaborate on several key technologies that are central to our initiatives. These include:
Transactional Messaging
- System Development and Enhancement: Creating and improving transactional messaging systems to ensure effective communication and notification delivery.
Service Orchestration Layer
- Backend Integrations: Managing integrations to backend systems through a service orchestration layer, which coordinates various components and services.
Data Analysis and Aggregation
- Analytics Tools: Utilizing platforms like Datadog and Databricks to enable data-driven decision-making by aggregating and analyzing relevant metrics.
To stay current with the latest developments in these areas, I employ several strategies:
- Professional Networking: Engaging with peers and experts through industry groups, forums, and online communities to exchange knowledge and insights.
- Continuous Learning: Participating in online courses, reading industry blogs, and following influential thought leaders to keep abreast of emerging technologies and best practices. Medium is a good source to learn about different system architectures. Learn what is the latest trend.
- Collaborative Projects: Working closely with technology teams on cutting-edge projects, which provides hands-on experience with new tools and methodologies.
Where can TPMs add the most value? What ways can TPMs contribute to the business’s success?
TPMs contribute significantly to business success by driving cross-team initiatives that require coordination and collaboration across different departments. This is where they add the most value, as they facilitate the seamless execution of complex projects that involve multiple stakeholders. With every cross-team initiative, TPMs gain deeper visibility into the company’s overall systems, processes, and challenges. This visibility allows them to anticipate potential issues, streamline workflows, and make more informed decisions.
One of the key advantages of this role is that TPMs can leverage their past experiences from one program and apply what they have learned to future projects. This cross-pollination of knowledge enables them to identify solutions that can be replicated or scaled across different teams and initiatives, ultimately increasing efficiency and reducing redundant work. TPMs drive process improvements and foster a culture of continuous learning and innovation by continuously applying their insights from one area of the business to another.
Additionally, TPMs contribute to business success by identifying opportunities for standardization across projects, helping teams align with best practices, and ensuring consistency in execution. Their ability to connect dots across multiple domains not only optimizes the delivery of individual projects but also elevates the organization’s overall operational effectiveness, positioning the business for long-term growth and success.
What is the most memorable program that you have driven as a TPM? What made it so memorable?
One of the most memorable programs I’ve worked on was creating a desktop application at Internet Brands. It was the first of its kind for the company, and it involved building both hardware and software setups from scratch. Everything was brand new — choosing the right tech stack, developing the go-to-market strategy, determining how customers would interact with the product, and even planning the necessary training. It was an exhilarating experience, made even better by working with a team of highly motivated people who gave their all to ensure the project’s success.
What really made it special was the in-office, startup-like atmosphere. We had everyone fully engaged, whiteboarding solutions, working late hours, and taking breaks for lunch and dinner together. This was all pre-COVID, and being in the office was incredibly fun and energizing. There was a sense of camaraderie and excitement that made every long day worth it. While times have changed and remote work has brought its own set of benefits, there’s something about those hands-on, all-in moments in the office that I miss. It was a unique time that fostered creativity and connection in ways that are hard to replicate remotely.
What is the biggest challenge you’ve faced as a TPM? How did you overcome it?
There are countless misconceptions about the TPM role, but one of the most common questions I hear is: How do you find work satisfaction or make an impact if you don’t directly own a product or an engineering team? The answer lies in how TPMs lead — by influence, not authority. This is both the greatest challenge and the most rewarding aspect of the role. Many people mistakenly think TPMs are just task organizers responsible for setting up meetings and agendas. But the reality is so much more nuanced and impactful.
To be effective, a TPM must earn the trust and confidence of their team. You’re not just guiding the project to completion on time; you’re deeply involved in closing gaps and solving problems. This could mean participating in system design discussions, collaborating with QA teams to develop testing strategies, or working closely with product managers and stakeholders to build dashboards and analyze data. You’re with the engineering team every day, ensuring alignment and smooth progress. How deep you go depends on your individual approach, but a TPM’s role is dynamic and multifaceted.
When it comes to overcoming the challenge of leading by influence, I was given invaluable advice from my mentor, Beverly Chen, during my time at Internet Brands. She told me that as a TPM, you should always be one step ahead of your team. You have to think holistically about the product delivery: what’s needed, who’s needed, how it should be designed, and — most importantly — ask the right questions. Being proactive and forward-thinking is how you ensure success and drive real impact in this role.
How do you think the TPM role has evolved?
The TPM role has evolved significantly over the years, driven by changes in technology, organizational structures, and business demands.
- Earlier, the TPM role was primarily focused on project management, ensuring that timelines, resources, and deliverables were managed efficiently, whereas now TPMs are increasingly expected to be strategic leaders. They need to understand how individual programs fit into the larger business goals and product vision.
- Today TPMs are expected to have more profound technical expertise, sometimes on par with engineers. They need to understand architecture, tech stacks, data flows, and scalability concerns to effectively guide engineering teams, resolve technical blockers, and provide technical recommendations to leadership.
- The role increasingly involves using data to drive decisions, monitor progress, and predict future challenges.
- TPMs are increasingly involved in organizational change initiatives, like scaling teams, building new processes, or even transforming entire workflows.
- Communication, negotiation, conflict resolution, and leadership skills are crucial for skills for today’s TPM role. The ability to influence without authority, inspire teams, and manage executives is as critical as technical prowess. This evolution shows how the TPM role has expanded from a tactical project management position to a more strategic, technical, and cross-functional leadership role.
TPMs — What’s your story? If you are interested in contributing or sharing your story, please reach out!
