Manager, PMO

Power Plan is looking for a Manager to lead, coach, and hold accountable a team of six to ten project managers delivering enterprise software implementation, upgrade, and optimization engagements. This is a front-line leadership role, not an administrative one the Manager will establish evidence-based visibility into portfolio health, strengthen how project managers apply the PMO operating model, and build PMs who can lead engagements independently.

Success is measured by team capability and portfolio discipline, not by how many projects the Manager personally has to rescue.

Power Plan develops enterprise-grade tax, accounting, reporting, and workflow automation software built specifically for energy industry organizations, where financial accuracy, regulatory compliance, and operational reliability are critical. Our Professional Services organization partners with customers through implementations, upgrades, and optimization engagements that deliver measurable outcomes for the office of the CFO. This role sits within a PMO built to make delivery predictable, scalable, and proactive.

Outcome Within the first 60-90 days, independently validate that every assigned project's reported health, financials, staffing, and forecasts are actually supported by evidence, rather than accepted on a project manager's confidence alone. Ensure materially at-risk engagements have time-bound recovery plans with clear owners, and deliver a formal written portfolio-health baseline to the Director, PMO at day 90.

Impact A project manager's confidence in a project does not make it healthy. Establishing facts before accepting status keeps small problems from becoming customer escalations and preserves more recovery options while they still exist.

How Review each engagement's plan, milestones, financials, staffing, dependencies, and customer behavior against what's being reported, on a set cadence of weekly project-level reviews and monthly portfolio-level reviews. Set clear thresholds for when a status needs to be challenged. Require corrective-action plans for projects outside tolerance and track recovery through closure.

Outcome Build a team of project managers who lead their projects with the PMO operating model rather than just completing templates against it. Coach using real, current project situations and case-based learning, while holding each PM to clear, direct performance expectations.

Impact Coaching and accountability are not opposites. Supporting a PM's development and holding them to a clear performance bar have to happen at the same time, or PMs either stay dependent on the manager or drift without correction.

How Hold regular one-on-ones focused on decision quality, not just status. Use live project situations as coaching material rather than hypotheticals. Give timely, specific, evidence-based feedback. Calibrate each PM's capability against the Power Me framework. Address performance concerns directly and promptly rather than letting them ride, and differentiate skill gaps from capacity or accountability issues before deciding how to respond.

Outcome Ensure the PMO operating model is applied consistently enough across the portfolio to create real accountability, while keeping the model proportionate to each engagement's size, complexity, and risk so it doesn't become unnecessary administrative burden. Hold the team to standard operating cadences weekly project status, monthly portfolio reviews, and quarterly business reviews with key customers.

Impact The operating model only creates value when it improves decisions, accountability, and transparency. Project managers need to use it to lead the project, not just complete templates for it.

How Reinforce lifecycle, governance, and stage-gate requirements. Confirm required artifacts, RAID logs, and status reports are…