Director, IT Portfolio & Product Management

#26-1547

Position Summary

Resource Label Group (RLG) is seeking a Director, IT Portfolio & Product Management to take ownership of, mature, and scale the IT portfolio governance function that guides technology investment across the enterprise.

RLG launched its IT PMO in early 2026. Intake, stage-gate governance, and portfolio tracking are in place and are currently operated by an IT leadership committee. This role becomes the single accountable owner of that function. It will evolve the PMO from an IT-led discipline into an enterprise operating capability that supports ERP consolidation, data and analytics, cybersecurity, AI, and M&A integration across 28 locations.

The successful candidate will help move IT from a project-driven organization to a capability-driven, product-oriented one. That means establishing clear ownership and decision rights, defining success before work is funded, building an outcome-based multi-year roadmap, and giving executives a clear view of priorities, capacity, risks, and value delivered. The role governs the portfolio today and leads RLG's transition toward a product operating model over time.

What You'll Do

• Assume operational ownership of the existing IT PMO, including intake, stage gates, portfolio tracking, and executive reporting, and transition it from committee-run to role-owned.
• Lead enterprise technology portfolio planning, prioritization, and governance.
• Facilitate executive portfolio reviews, steering committees, and investment decisions, including a Business--IT Steering Council with the CIO, CFO, and business unit leaders.
• Establish accountable owners and decision rights for products, platforms, and initiatives across IT teams and business units.
• Maintain the initiative dependency map and portfolio risk register, and give leadership visibility into portfolio health, risks, dependencies, and resource constraints.
• Work with business-side transformation leadership to coordinate initiatives that span IT and the business, moving toward a single RLG PMO.

Outcome-Based Roadmap & Product Operating Model

• Own the integrated, multi-year enterprise technology roadmap, combining domain roadmaps into one sequenced, capacity-aware plan that links each investment to the business outcome it is meant to deliver.
• Maintain capability-based roadmaps across ERP, Data & Analytics, AI, Cybersecurity, Infrastructure, and Business Applications.
• Anchor prioritization and investment decisions in expected business value, not delivery activity alone.
• Introduce product and platform ownership practices that improve accountability, prioritization, and continuous value delivery, and lead RLG's phased transition toward a product operating model.

Problem Definition & Discovery Standards

• Own the enterprise method for problem definition and discovery: how business problems are framed, how desired outcomes are defined, and how solution options are evaluated before work reaches a delivery backlog.
• Lead discovery directly for major and cross-domain initiatives, working with business leaders, IT Business Partners, and Business Analysts to co-solve business problems, define outcomes, and evaluate solution options before work is committed to delivery.
• Build discovery capability in the Business Analyst team, developing BAs from requirements capture toward problem framing, outcome definition, and solution evaluation.
• Ensure every major initiative enters delivery with a clear problem statement, defined outcomes, and agreed success metrics.

Success Definition & Value Realization

• Require defined success metrics for every major investment before funding, recognizing that measures differ across delivery, operational management, and business execution.
• Establish benefits realization tracking that ties initiatives to business value and value-creation-plan (VCP) outcomes, and report on whether expected outcomes are achieved after go-live.

Demand, Capacity & Sourcing

• Own the enterprise prioritization and capacity process: cross-domain trade-offs, sequencing, and work sizing.
• Build and maintain an IT FTE capacity model that balances Run, Improve, and Transform work against finite internal, partner, and offshore resources.
• Provide build / buy / outsource input for each capability pillar, in partnership with IT leadership and vendor management.
• Drive transparency and discipline in prioritization decisions.

Change Management & Adoption

• Embed change management in every major initiative, including readiness assessments, business sponsors, and…