PMO​/Implementation Lead, Assistant Vice President

Who we are looking forThe PMO Lead is the single point of accountability for program governance. This role is the governance authority of the program — owning the framework, cadence, standards, and quality gates that underpin effective delivery.

This is not a coordination or administrative PMO role, and it must not be combined with workstream delivery responsibilities. The PMO Lead operates independently of delivery to provide objective oversight, credible challenge, and accurate representation of program health to senior stakeholders and governance forums.

The role requires the confidence and capability to challenge senior stakeholders — including workstream leads, capability teams, and client contacts — and the domain expertise to identify when reported status does not reflect underlying delivery reality.

Why this role is important to usPMO Domain Coverage The PMO Lead has end‑to‑end accountability across the following PMO domains:
1. Program Planning & Performance Insight Owns the integrated program plan and performance management approach

Maintains heat maps and management information (MI)
Translates JIRA data into clear, decision‑focused reporting tailored to different governance audiences
2. Governance Reporting & Board Materials Structures, writes, and quality‑assures all program governance packs

Owns narrative clarity, accuracy, and decision‑readiness of materials

Ensures content presented to governance forums clearly reflects program reality, risks, and trade‑offs
3. Risk, Issues & Escalation Owns the RAID framework and scoring methodology

Maintains program‑level risks and issues across all work streams

Produces concise RAID summaries for governance forums

Ensures timely, evidence‑based escalation of material risks and issues
4. Client‑Facing Reporting Produces client MI and performance reporting packs

Ensures consistency between internal and external narratives

Protects credibility by ensuring transparency and factual accuracy
5. Key Deliverables & Milestones Tracks program‑level deliverables and critical milestones

Produces consolidated weekly MI across all work streams

Identifies delivery slippage early and drives escalation where required

What you will be responsible forOwn and continuously evolve the program governance framework

Enforce governance cadence, including meeting rhythm, pack production timelines, and action follow‑through

Structure standard processes and frameworks for PMO teams to leverage with their clients

Chair cross‑workstream governance and coordination forums and resolve blockers that cannot be addressed at workstream level

Review and challenge all governance content prior to Program Director approval, including:

RAG statusesRAID entries

Milestone and deliverable status

Draft, own, and present escalation papers to the Program Board and Steering Committee Actively challenge workstream leads, test leads, and client counterparts when reported status is inconsistent with delivery evidence

Own the go‑live readiness assessment and present formal readiness recommendations to the Board Maintain a single, authoritative source of truth for program status, risks, issues, decisions, and dependencies

Lead, manage, and develop the PMO team, including:

Senior PMO AnalystPMO AnalystPMO Coordinator Education &

Preferred Qualifications Proven experience leading PMO functions on complex, multi‑year technology or transformation programs

Strong asset servicing or financial services domain knowledge, with understanding of front‑to‑back operating models

Extensive experience operating at senior governance levels, including Program Boards and Steering Committees High‑impact communicator with the confidence to professionally challenge senior stakeholders and delivery leads

Deep understanding of program governance, risk management, and escalation frameworks

Demonstrated experience building, leading, and developing high‑performing PMO teams

Strong proficiency in JIRA and Confluence — able to maintain trackers, dashboards, and data quality, not just consume outputs

Sound delivery judgment and the ability to identify when reported program status does not reflect underlying delivery reality — and the confidence to act…