Program Management

Job Description

RESPONSIBILITIES

• Own the Global PMO technology program portfolio, establishing a governance model, prioritization framework, and reporting cadence that gives leadership clear visibility into program health, risk, and investment performance across all active initiatives.
• Serve as the executive escalation point for program-level decisions and cross-program conflicts, and champion AI-native, agile-at-scale program delivery by creating and evolving PMO methodologies, templates, and tooling, reducing ceremony and modeling the operating principles is embedding across its engineering organization.
• Provide senior sponsorship and strategic oversight for flagship Product and Engineering Transformation program, partnering with executive sponsors across Product, Engineering, HR, Legal, and Security to align direction and resolve blockers requiring SVP-level engagement.
• Hold the transformation team accountable to milestones, quality, and stakeholder outcomes, and represent program progress and risks in executive forums, translating complexity into clear business impact.
• Act as a trusted partner to the Head of Product, Head of Engineering and Architecture, Head of Technology Operations, and other technology executives, providing the portfolio-level view needed to make investment and resourcing decisions.
• Build strong working relationships across Product, Engineering, HR, Legal, Security, and Finance, and represent the Global PMO in cross-functional leadership forums to keep technology priorities visible and appropriately resourced.
• Hire, develop, and retain a high-performing team of program and project managers, defining career paths, competency frameworks, and performance standards, while building a culture of accountability, transparency, and continuous improvement that earns the trust of engineering and product teams rather than adding bureaucratic overhead.
• Drive annual and quarterly technology program planning cycles, owning portfolio-level dashboards and executive reporting as the trusted source of truth on status, investment tracking, and outcomes.
• Identify cross-program synergies, shared infrastructure needs, and resourcing conflicts early, and partner with Finance and HR to manage program budgets, headcount plans, and vendor relationships across the portfolio.

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