Project Management Office Director

Job description

Job SummaryJob Description

• Portfolio ownership. Provide end-to-end leadership for non-BAU infrastructure and technology projects, from demand qualification and prioritization through delivery and closure.
• Delivery assurance. Set the governance, controls and decision cadence needed to deliver scope, milestones, budget, quality, risk and intended business outcomes.
• Core + Flex leadership. Translate the rolling demand pipeline into credible capacity plans, mobilizing the right project managers, architects and specialist resources.
• Operational handover. Ensure every project is accepted into BAU with clear ownership, documentation, knowledge transfer, support readiness and benefits tracking.Success is measured by predictable delivery, transparent decisions, resource readiness, controlled risk and smooth transition into operations.Key ResponsibilitiesShape and prioritize the portfolioOwn demand intake, qualification, sequencing and portfolio trade-offs; maintain a transparent view of commitments, dependencies and value.Establish governance and assuranceDefine stage gates, reporting, decision rights and escalation paths; challenge delivery health and intervene early where outcomes are at risk.Direct delivery across workstreamsHold program and project leaders accountable for scope, schedule, cost, quality, risk, benefits and stakeholder commitments.Key Responsibilities (continued)Align capacity to demandConvert 30/60/90-day forecasts into resource plans; mobilize core and flex talent, resolve skill gaps and manage ramp-up or ramp-down decisions.Lead senior stakeholdersProvide clear executive reporting, facilitate decisions, negotiate priorities and align client, account leadership, functional teams and suppliers.Secure operational readinessDrive acceptance, knowledge transfer, documentation, support readiness, lessons learned and benefits tracking before closure or BAU handover. Required Skills and Experience12+ years in project / program delivery5+ years leading portfolios or PMO/PLO functions
• Complex portfolio delivery. Proven leadership of multi-workstream technology or infrastructure change with material budgets, dependencies and executive visibility.
• Managed-service context. Experience with service transition, supplier ecosystems, global delivery models and structured handover into operations.
• Commercial accountability. Strong command of business cases, budgets, statements of work, benefits, resource forecasts and vendor performance.
• Executive influence. Track record of resolving ambiguity, negotiating priorities and communicating difficult decisions with clarity and credibility.
• Portfolio leadership. Prioritization, roadmaps, governance, dependency management, risk, assurance and benefits realization.
• Delivery methods. Fluency in predictive, agile and hybrid delivery; practical use of stage gates and portfolio controls.
• Technology breadth. Working knowledge across cloud, platforms, networks, workplace, security and service-management environments.
• People leadership. Ability to lead senior project professionals, build accountable teams and coach through complex delivery challenges.
• Data-led communication. Strong financial literacy, concise executive reporting and confidence with PPM, planning and dashboard tools.