Program Integration & Execution Lead

Description

Clearance Required:

Active Top Secret

Make Mission Execution Happen

Are you the person who can look across a complex program, connect the dots, identify what could derail execution, and drive teams toward results?

Leidos is seeking a Program Integration & Execution Lead to support the C5

ISR Center Cyber Security Service Provider (CSSP)—a mission-critical defensive cyber operations organization protecting complex enterprise environments 24x7x365.

The CSSP delivers continuous monitoring, threat detection, incident response, vulnerability management, and other critical cybersecurity capabilities. Behind those operations is a highly interconnected program involving technical teams, operations, engineering, business functions, leadership, and customer stakeholders.

That is where you come in.

As the Program Integration & Execution Lead, you will create and manage the integrated execution framework that keeps the entire program aligned. You will connect priorities, schedules, resources, dependencies, risks, decisions, commitments, and performance into one clear Program Operating Picture.

This is not simply a scheduling or status-reporting position.

You will have the visibility and responsibility to determine whether plans are executable, commitments are realistic, dependencies are understood, resources are aligned, and corrective actions are actually solving problems.

You will serve as a trusted execution partner to the Program Manager, Operations Manager, Chief Engineer, Quality Engineer, technical leads, functional leaders, and customer stakeholders.

• Establish, maintain, and continuously improve the Program Operating Picture, creating an authoritative enterprise view of program execution.
• Own and maintain the program-level Integrated Master Schedule (IMS).
• Ensure schedules accurately reflect priorities, dependencies, capacity, risks, milestones, and credible delivery dates.
• Integrate major work streams, customer commitments, milestones, risks, issues, decisions, actions, and deliverables across functional teams.
• Maintain an enterprise-level view showing what is being delivered, who owns it, when it is due, and what could impact delivery.
• Establish program-level planning, prioritization, intake, and deconfliction processes.

You won't just track work—you'll help make sure it gets done.

• Evaluate new commitments against priorities, resource capacity, dependencies, readiness, and competing work before delivery dates are established.
• Identify schedule conflicts, resource contention, dependency risks, decision delays, and execution gaps before they become mission-impacting problems.
• Drive issues and actions to closure through clearly defined ownership, deadlines, escalation criteria, and objective evidence.
• Maintain traceability between customer commitments, program priorities, execution plans, responsible owners, and final closure.

• Establish practical program-level processes for planning, handoffs, escalation, readiness, quality assurance, action management, and closure.
• Conduct execution reviews to determine whether processes are working as intended and teams are delivering against expectations.
• Develop readiness and stage-gate criteria for major capabilities, projects, transitions, releases, and complex operational changes.
• Verify that capabilities are operationally ready—not simply technically complete.
• Partner with Quality Engineering to identify recurring process failures, missed handoffs, aging issues, and accountability gaps.
• Lead or support root-cause analysis and corrective-action efforts that address underlying problems rather than simply closing administrative actions.