Job Opportunities API

The mission of The New York Times is to seek the truth and help people understand the world. That means independent journalism is at the heart of all we do as a company. It’s why we have a world-renowned newsroom that sends journalists to report on the ground from nearly 160 countries. It’s why we focus deeply on how our readers will experience our journalism, from print to audio to a world-class digital and app destination. And it’s why our business strategy centers on making journalism so good that it’s worth paying for.  About the Role: The Cloud Cost & Capacity Engineering (CCCE) team sits at the center of how we invest in and use the cloud at The New York Times. We help leaders understand where cloud spend is going, where to invest, and where to optimize without slowing teams down. As Manager, CCCE, you will lead our FinOps function: how we forecast, govern, and communicate cloud costs and capacity across the company. You will work closely with engineering, product, finance, and data partners to turn complex usage and cost signals into clear guidance and decisions for senior leaders. You will do this in a collaborative environment that values trade‑off discussions, clear storytelling, and recommendations over dashboards. Responsibilities: You will oversee the FinOps Function & Strategy Define and evolve the FinOps/CCCE vision and how the team works, including scope, success metrics, and ways of working with engineering and finance. Set and maintain the roadmap for how we forecast, track, and optimize cloud cost and capacity (e.g., forecasting maturity, Showback+, optimization programs, Cost to Serve) so we align it with company and platform strategy. Act as the accountable owner for FinOps outcomes: forecast accuracy, predictability of spend, optimization impact, and the quality of leadership conversations. Define how FinOps shows up in senior forums (e.g., quarterly business reviews, steering committees, CFO reviews) so cloud spend conversations focus on clear decisions and trade‑offs. Tell the Story Behind the Numbers Develop a clear point of view on cloud spend drivers, risks, and opportunities. Translate complex usage, cost, and capacity signals (compute, data platforms, AI tooling, observability, CDN) into concise “so what?” narratives for executives, mission leads, and finance partners. Lead the creation of clear executive materials (short slide narratives, single‑slide summaries, monthly/quarterly readouts) that explain where spend landed, what's driving it, and what leadership should do next. Lead Forecasting & Investment Governance Own the cloud forecasting approach: methodologies, assumptions, tolerance bands, and how we govern forecasts across missions and platforms. Partner with Finance and mission leadership on annual and multi‑year cloud planning, tying forecasted spend directly to growth drivers, capacity assumptions, and planned investments (including AI and data platform initiatives). Drive scenario modeling for new initiatives and evolving projects, offering a clear stance on likely cost impacts, trade‑offs, and budget needs. Shape and participate in investment review processes (e.g., ROI gates, budget intake, contract renewals) with a clear, data‑backed point of view on what should be funded, re‑scoped, or delayed. Design ways to track forecast variance and explain it in a way executives can trust and act on. Drive Cross‑Functional Alignment & Accountability Serve as the strategic liaison between Engineering, Product, Finance, and Procurement on cloud spend, savings, and growth. Establish predictable cadences (e.g., monthly cost reviews, quarterly deep dives) that hold teams accountable. Work closely with platform and capacity engineering partners so that FinOps insights translate into architectural decisions, guardrails, and optimization work. Build shared mental models of �