Technical Project Manager

Your mission & challenges

NEURA Robotics is building the world's first cognitive robotics platform — robots that can see, reason, and act alongside people in factories, hospitals, and homes. The next three years will decide who leads this category globally. We intend to be that company, and to be the European answer in a race currently dominated by the US and China.

The CEO Office transfers the CEO's vision into reality and unblocks whatever stands between the company and its trajectory. We work alongside the CEO and the leadership team on the topics that matter most in any given quarter, at the speed and quality the moment requires.

In this role, you take on the initiatives that derive directly from the CEO's vision and corporate strategy — the topics that define where NEURA goes next — with a clear technical anchor: our products, platforms, and the engineering organization behind them. This ranges from product and technology roadmaps, business case development for new products or spin-offs, and organizational design for scale, to strategic partnerships, market entries, and governance build-out. At the same time, you step in on the critical, time-sensitive bottlenecks that sit between functions and require direct CEO Office intervention — the things that break silently inside a company growing this fast. In both cases, you take work end-to-end: framing the problem, structuring the path forward, and landing the outcome without a playbook.

Concretely, this means you will:

• Lead strategic initiatives that scale the company — from definition through execution. Long-term growth strategy, product and technology roadmaps, new business setups, organizational design.

• Steer product and technology topics with a CEO mandate — support our Business Units in breaking high-level product visions down into roadmaps with clear milestones, and create transparency on releases, dependencies, and progress for leadership decisions.

• Build the business cases behind the company's next moves — new products, spin-offs, country expansions, partnerships, M&A — and coordinate the operational, technical, legal, and organizational steps to bring them to life.

• Gain operational insight inside the product teams and guide them strategically — you know first-hand where the teams stand, and in close exchange with the CEO and the leadership team you prepare and discuss strategic decisions, create transparency on status, risks, and dependencies, and make sure decisions actually land in the teams.

• Be the interface between strategy and execution — across Engineering, Product, Manufacturing, Marketing, Finance, and People. Where a topic sits between functions, you take it and move it — and you speak the language of engineers as fluently as that of the boardroom.