Program Manager, Technology

Brio Water Technology, a Home Organizers, Inc. company, is a market leading water products brand that has helped millions stay hydrated through its unique and innovative product line. We offer full home water solutions designed to elevate the way people hydrate, combining sophisticated technology with modern, top tier design to deliver exceptional performance, customer satisfaction, and enhanced functionality.

Home Organizers, Inc. is the parent organization behind a portfolio of well-known home products and services brands, including Closet World, Closets by Design, Brio Water Technology, and others. With decades of experience supporting innovation, design, manufacturing, and customer focused solutions, Home Organizers helps its brands deliver high quality products and services that improve everyday living for households across the country.

As part of Home Organizers, Inc., Brio Water Technology is looking for a Program Manager, Technology to build the program governance, standards, and processes that do not yet exist within our technology organization. This is a foundational, hands-on role for someone who walks into ambiguity and sees opportunity rather than a problem.

This role is deliberately two jobs in one. As the business analyst, you define the problem, outline the scope, and make sure the solution fits what the business actually needs. As the program manager, you own the budget, hold the timeline, and deliver through the team. We are looking for someone who does both, and who knows which one a given moment calls for.

The right person starts with people, not plans: they talk to our internal customers, learn their pain points, understand the current state, and use what they learn to design the processes and procedures we do not yet have. They are proactive by default. Wherever there is a compliance concern, an undocumented procedure, or a process with no owner, they step in, create clarity, and carry it until a permanent owner is in place.

They do not wait to be assigned work; they find the gaps, close them, and hand them off.

This person arrives with Agile coaching experience already in hand. As our teams mature and grow, they will take on Scrum Master duties and coach teams of varying size and experience. All of it requires influence without authority, and comfort operating alongside senior leaders and executives who hold deep institutional knowledge of how our systems actually behave.

• Establish the program governance, standards, and compliance foundation our technology organization does not yet have, in close partnership with internal stakeholders.
• Take ownership of gaps: compliance concerns, undocumented procedures, and unowned processes, creating clarity and carrying them until a permanent owner is in place.
• Lead cross-functional technology programs end to end, from problem definition and requirements through delivery, coordinating teams and vendors outside your direct management chain.
• Take on the role of Scrum Master, Agile Coach, and business analyst for one or more teams as our organization matures.

• Strategic planning. Define the roadmap, goals, and long-term vision for assigned programs, and sequence the work so near-term delivery builds toward the target state.
• Business analysis. Define the problem before the solution is chosen. Elicit and document requirements, map current and future state, set scope, and write acceptance criteria, confirming that what gets built fits what the business actually needs.
• Stakeholder communication. Serve as the primary bridge between project teams, executives, and external partners. Run working sessions, keep everyone current on status, risks, and decisions, and work directly with stakeholders up to the executive level and with subject matter experts who hold deep institutional knowledge of how our systems behave.
• Change management and adoption. Many of our teams have worked in the same systems, using the same processes, for a very long time. Adoption here is earned, not announced. Communicate change early and often, brief the leadership of each area before rollout so their questions are answered ahead of go-live, and provide the training and hands-on support people need to work confidently in the new process.
  
  Success is measured by adoption, not by the go-live date.
• Program delivery. Lead cross-functional technology programs end to end: system implementations, migrations, and infrastructure initiatives, coordinating teams outside…