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 ... (truncated, view full listing at source)