Enterprise Program Manager

The Opportunity

We are seeking an experienced Enterprise Program Manager to lead high-priority, complex programs across the organization. This is a senior-level role responsible for end-to-end planning, governance, execution, and delivery of multi-workstream initiatives - from large-scale technology implementations to cross-functional transformation efforts. The immediate focus of this role is our multi-year enterprise technology transformation, which spans multiple integrated platforms and involves coordinating internal teams, business stakeholders, and external implementation partners.

As the program portfolio evolves, this role will take on additional strategic programs aligned to organizational priorities. The Enterprise Program Manager does not own any single workstream. They own the integrity of how programs run - integrating across technology, business process, change management, and vendor delivery to serve as the primary operational point of accountability between executive sponsors and the program.

• Design and operate program governance models, including steering committee cadence, workstream reporting structure, decision rights frameworks, and escalation paths.
• Own the program charter and ensure it remains the authoritative reference for scope, objectives, success criteria, and guiding principles.
• Prepare for and participate in executive Steering Committees - preparing materials, framing decisions, documenting outcomes, and tracking commitments.
• Establish and enforce program management standards across all work streams covering status reporting, risk management, issue tracking, and change control.

• Own the master program schedule, integrating plans from vendors, internal IT, business work streams, and change management into a single coherent view.
• Identify and actively manage cross-workstream dependencies, particularly where sequencing between parallel initiatives creates delivery risk.
• Maintain the program's critical path and ensure the organization understands what is on it at all times.
• Replan proactively when scope, resources, or external factors shift - not reactively after milestones are missed.

• Own the program-level risk register, consolidating inputs from all work streams into an integrated view assessed for likelihood and business impact.
• Drive active mitigation plans and elevate to the Steering Committee when risks exceed program-level tolerance.
• Foster a culture where raising risks early is expected and rewarded.

• Own the program's scope baseline and formal change control process.
• Evaluate all scope change requests for impact on schedule, budget, resources, and interdependent work streams before presenting options to decision-makers.
• Prevent informal scope creep from accumulating outside governance, whether from vendors, internal business teams, or shifting organizational priorities.
• Maintain a formal change log ensuring all approved changes are reflected in the master plan and budget.

• Own the program budget, tracking actuals across all cost categories: vendor fees, software licensing, internal labor, infrastructure, and contingency.
• Deliver regular budget reporting to executive sponsors with variance analysis and forward-looking forecasts.
• Proactively flag budget risk before it becomes a budget overrun.

• Manage the formal change order process, ensuring scope and cost changes are properly analyzed and authorized.
• Coordinate across multiple vendors and implementation partners where programs involve parallel or intersecting work streams.

• Own the connective tissue between work streams - ensuring decisions made in one workstream are visible to and accounted for by others.
• Chair regular cross-workstream integration meetings to surface interdependencies, shared risks, and sequencing conflicts before they cause delays.
• Resolve workstream-level conflicts that cannot be resolved within individual work streams, escalating to the Steering Committee only when necessary.

• Serve as the primary operational communicator to executive sponsors - translating program complexity into clear, decision-ready information.
• Own the program status report, providing an honest, accurate, and actionable view of program health at all times.
• Manage stakeholder expectations actively across finance, operations, sales, IT, and other affected functions.
• Bring bad news early with options - executive sponsors are never surprised.

• Ensure change management is treated as a core program workstream, not an afterthought.
• Partner with Change Management leads to align organizational readiness activities with the program schedule.
• Escalate when organizational readiness is lagging behind technical or operational delivery - one of the most common and costly mismatches on large…