Director of Project Management – Strategic Delivery

The Director of Project Management – Strategic Delivery is responsible for leading the PMO's strategic delivery model for high-value, high-risk, and high-complexity customer engagements. This role oversees the operational effectiveness of Tier 1 and Tier 2 delivery, with accountability for customer outcomes, governance and control, PM quality, complex escalation handling, and strong partnership with Project Owners and leadership.

This leader will establish and maintain a disciplined delivery environment that enables successful execution of strategic programs and complex implementations while improving visibility, strengthening governance, and ensuring the appropriate level of oversight is applied based on project scale, complexity, and risk. The role also plays a key part in developing PM capability for strategic work and strengthening cross-functional alignment across customer, commercial, and delivery stakeholders.

The ideal candidate brings strong project and program leadership experience, executive presence, and sound operational judgment, with the ability to lead through ambiguity, manage complex escalations, and improve consistency and predictability across strategic delivery.

• Lead the PMO's strategic delivery motion for high-value, high-risk, and high-complexity work.
• Oversee the delivery model for Tier 1 and Tier 2 engagements, ensuring strong execution, clear accountability, and consistent customer outcomes.
• Establish a strong operating rhythm that promotes governance discipline, delivery quality, and leadership visibility.
• Lead, coach, and develop team members supporting strategic delivery.

• Own delivery quality and execution discipline across strategic customer engagements.
• Ensure complex projects are structured appropriately with the right level of planning, control, and stakeholder engagement.
• Strengthen partnership between PMs and Project Owners to improve decision‑making, customer alignment, and delivery outcomes.
• Improve predictability in delivery performance through stronger milestone management, issue resolution, and escalation discipline.
• Support recovery and stabilization of at‑risk strategic projects as needed.

• Ensure governance expectations are consistently applied for Tier 1 and Tier 2 work, including project plans, RAID management, change request discipline, escalation matrices, tollgates, steering cadence, and status reporting.
• Provide leadership with clear updates on strategic project health, risks, dependencies, escalations, and operational priorities.
• Lead structured escalation management for major delivery issues, coordinating across Project Owners, Professional Services leadership, and cross‑functional stakeholders.
• Ensure strategic projects receive the appropriate level of leadership attention, intervention, and support.

• Build strong working relationships with Project Owners, GMs, customer‑facing leaders, and senior Professional Services stakeholders.
• Reinforce Project Owner expectations for Tier 1 and Tier 2 projects, including contract review, steering participation, tollgate engagement, and escalation management.
• Partner with leadership to ensure the delivery model supports customer success, account priorities, and broader business outcomes.
• Support alignment between delivery governance and commercial expectations.

• Oversee the health of the strategic project portfolio, with attention to risk concentration, delivery performance, and escalation trends.
• Identify patterns across strategic engagements that require intervention, capability development, or model refinement.
• Use reporting, trend analysis, and operational insight to improve execution quality and support decision‑making.
• Drive stronger identification and management of delivery risks, dependencies, and scope change.

• Strengthen PM capability for leading complex customer engagements.
• Coach PMs in governance, customer leadership, escalation handling, and delivery execution.
• Help define what good looks like…