Director of Project Management; PMO

Director of Project Management Office (PMO)

Department:
Project Management

Reports to:

Chief Executive Officer (CEO)

Classification:
Exempt, Full-Time, In-Person

Effective:
March 2026

At GHS Federal Credit Union, we value the communities we serve and the members who trust us. We strive to celebrate the strength of our team, as they are the foundation of this credit union. This position requires that you take pride in serving and caring for the needs of our Members and fellow employees. By partnering for Inclusion to advance, support, and build thriving communities you have the ability to work collaboratively and foster an environment where everyone feels welcomed, respected, and valued.

Your Accountability of character, competence, reliability, and respect inspire confidence and earn the trust of all we serve while taking ownership of your responsibilities and contributions. You bring a mindset of Innovation
, approaching your work with curiosity and a willingness to improve processes, explore new ideas, and adopt smarter solutions that strengthen how we serve our members and support our team.

As the Director of Project Management Office (PMO) and under the direction of the Chief Executive Officer, you are responsible for building, leading, and scaling GHS FCU's enterprise project management function. This is not a maintenance role. It is a builder role. The person who succeeds here will build something worth running — and will have the opportunity to lead it  Director will establish the PMO from the ground up, create the frameworks and culture needed to manage an ambitious strategic agenda, and serve as the connective tissue between the organization's vision and its execution.

GHS FCU is in an active growth phase, expanding membership, pursuing technology transformation, and evaluating strategic partnerships. The Director of PMO will be the person who makes sure that ambition lands. Reporting directly to the CEO, this leader will work alongside the executive team to turn strategy into sequenced, resourced, and executed plans. This role requires equal parts strategic thinker, systems builder, and people leader.

The right candidate has led or built a PMO before and thrives when speed, shifting priorities, and high organizational stakes demand both structure and adaptability.

PMO Strategy and Vision

• Design and implement GHS FCU's enterprise PMO from concept to operating model, including governance structures, methodology standards, and portfolio reporting frameworks.
• Develop and maintain the organizational project portfolio roadmap, aligning initiatives to strategic pillars and multi-year growth targets.
• Establish a PMO maturity model and chart a clear progression path from current state to future-state capabilities.
• Advise the CEO and executive team on resource allocation, sequencing, and risk trade-offs across the project portfolio.
• Champion a culture of disciplined execution, making it easier to execute well than to cut corners.

Portfolio and Program Management

• Oversee the full lifecycle of concurrent strategic initiatives, from scoping and chartering through delivery and post-launch review.
• Develop and manage a centralized project portfolio that provides real-time visibility into status, risk, resource load, and return on investment.
• Facilitate project prioritization decisions with the executive team and Board-level strategic planning committee.
• Establish intake processes for new project requests, ensuring proper scoping, sponsorship, and resourcing before work begins.
• Drive consistent use of project management tools and hold team members accountable to documentation standards.

Organizational Change Management

• Lead change management strategy for major transformation initiatives, including technology migrations, process redesigns, and organizational shifts.
• Develop communication plans, stakeholder engagement strategies, and adoption roadmaps for each major change initiative.
• Partner with department leaders to assess change readiness and address resistance proactively.
• Establish feedback loops that capture implementation learnings and translate them into process improvements.
• Build internal capability for change management so that it becomes embedded in how GHS FCU operates.

Cross-Functional Leadership

• Lead without direct authority across departments, building trusted relationships and creating shared accountability for project outcomes.
• Partner with IT, Finance, Operations, Lending, and Member Experience leaders to integrate project work into departmental roadmaps.
• Facilitate executive-level project steering sessions and drive decisions that remove blockers and sustain momentum.
• Serve as the primary point of contact for strategic vendor and partner engagements where project coordination is critical.
• Represent the PMO and project portfolio in board reporting and strategic planning sessions.

Team Development and Capacity Building

• Build and mentor a PMO team commensurate with…