Cyber Technology Specialist Supervisor

About the Role

The Cyber Technology Specialist Supervisor leads a technical team focused on the Proof of Value (POV) process. You will lead a team of Cyber Technology Specialists (individual contributors) who oversee the QA of customer facing content in their portals, ensuring every deliverable meets the highest quality standards. This is a people‑manager role responsible for the performance, development, and day‑to‑day operations of a team of Cyber Technology Specialists (CTS).

This role ensures the team consistently delivers high quality technical and customer outcomes by:

• Owning team level metrics, SLAs, and quality standards
• Providing coaching, feedback, and career development
• Driving process, tooling, and documentation improvements
• Coordinating cross functional work with Product, Engineering, Threat Intel, and GTM teams

The Supervisor is accountable for how the team operates and performs, not for doing the majority of front line case work themselves. This role requires a self starter who can drive projects forward while working collaboratively with cross functional teams to achieve collective success.

What you will do

1. Team Performance & Operations

• Own team level KPIs and SLAs (e.g., queue health, turnaround time, quality scores) for the CTS team
• Monitor workload distribution across team members:
• Ensure work is balanced and sustainable
• Proactively adjust staffing/assignments based on volume, complexity, and priority
• Run a predictable operating cadence:
• Weekly standups / team meetings focused on priorities, blockers, and metrics
• Regular review of queue health dashboards and backlog
• Ensure clear ownership for each workflow within the team
• Escalate capacity and prioritization issues:
• Call out when volumes, complexity, or cross‑team requests exceed realistic capacity
• Partner with leadership on trade offs, headcount, or scope changes

2. People Management & Development

• Provide day‑to‑day people leadership for Cyber Technology Specialists:
• Set clear expectations, goals, and responsibilities
• Hold 1:1s that focus on performance, development, and well being
• Drive performance management:
• Deliver timely, specific feedback—both positive and constructive
• Identify performance gaps; create improvement plans and coaching plans when needed
• Recognize and reward strong performance and ownership
• Create and maintain development plans:
• Support growth along both technical and career dimensions
• Identify opportunities for stretch projects, cross team collaborations, and specialization
• Build and sustain a healthy team culture:
• Encourage knowledge sharing, collaboration, and psychological safety
• Proactively address conflict, burnout, and morale issues

3. Quality, Standards & Enablement

• Own team level quality standards for CTS work:
• Align with and develop Quality Programs to interpret audit results and quality scores
• Translate those results into clear, actionable guidance for the team
• Ensure consistent labeling, investigation, and documentation practices:
• Reinforce usage of playbooks, checklists, and SOPs
• Identify areas where standards are unclear or outdated and drive updates with the right owners
• Partner with Sales / Threat Intel / Product to:
• Understand where CTS work is most impactful
• Adjust workflows and standards to better support downstream teams (e.g., Sales, Detection, Threat Intel)
• Own onboarding and ramp‑up for new team members:
• Define a structured onboarding plan (training, shadowings, readings)
• Track progression through milestones and readiness checks

4. Workflow Ownership & Continuous Improvement

• Serve as operational owner for CTS workflows (e.g., Portal QA, detection datasets), focusing on how the team executes them, not doing the work personally
• Regularly review workflow performance:
• Identify bottlenecks, repeated confusion, and manual pain points
• Prioritize and propose process changes, automation, or tooling improvements
• Maintain documentation for CTS workflows:
• Ensure internal docs are accurate, current, and discoverable
• Coordinate with cross‑functional partners to keep runbooks and documents up to date
• Partner with Product, Engineering, and Threat Intel on:
• Workflow design and changes that affect CTS work
• Validation of new tools, features, or automation that change CTS responsibilities

5. Cross‑Functional Communication & Stakeholder Management

• Act as a primary point of contact for stakeholders who depend on CTS work:
• Threat Intel
• Product Management and Engineering
• GTM / Customer‑facing teams (SEs, TSEs, CSMs, PSCs, AEs)
• Translate high‑level objectives into clear asks and constraints for the team:
• Clarify scope, priority, and success criteria for incoming work
• Push back or renegotiate when asks conflict with capacity or existing commitments
• Represent the CTS team in cross‑functional meetings:
• Share status, risks, and dependencies
• Advocate for better tooling, data access, and documentation to support CTS outputs
• Ensure incidents, escalations, and systemic issues are:
• Logged against the right owners (e.g., Detection, Product, Sales)
• Accompanied by clear CTS context and evidence
• Follow through until resolution is understood by the team

6. Hiring, Staffing & Strategic Planning

• Participate in or lead hiring processes for new Cyber Technology Specialists:
• Partner with recruiting and leadership on role definition and profiles
• Conduct screening, interviews, and calibrations
• Build and maintain a balanced skill mix within the team:
• Ensure coverage of required time zones, workflows, and specialties
• Identify where additional skills (e.g., scripting, data analysis, language expertise) are needed
• Contribute to quarterly and annual planning:
• Provide realistic estimates of team capacity and constraints
• Help define where CTS should start, stop, or scale specific workflows

Success Measures

Success for the Cyber Technology Specialist Supervisor is measured by:

• Team performance
• Consistently meeting or exceeding SLA and quality targets
• Stable or improving audit scores and rework rates
• Team health and development
• Clear expectations and growth paths for every team member
• Low unplanned attrition and healthy team morale
• Operational excellence
• Reduced manual pain points and unnecessary rework
• Well defined, well documented workflows with clear ownership
• Stakeholder trust
• Positive feedback from Threat Intel, Product, Engineering, and GTM partners
• Fewer surprises around capacity, timelines, and quality

Must Haves 

• Leadership Experience: Proven track record of high ownership, problem resolution, and initiative
• Security Foundation: Prior experience in the cyber security field, with a preference for backgrounds in email security
• Analytical Rigor: High aptitude for critical thinking, QA methodologies, and data driven problem solving
• Adaptability: Ability to stay flexible in a fast paced, dynamic environment

Nice to Haves 

• Previous experience leading a quality assurance team or workflows
• Process Improvement: Previous experience identifying and leading process optimizations and team initiatives

#LI-AW1