Director, Project and Portfolio Management. Lisle LilyLifestyle

Director, Project and Portfolio Management

Location(s) Lisle, Illinois

Company Molex Career Field Information Systems & Technology Job Number 185418

Own the enterprise-wide view of the Digital and IT portfolio across business, functional, and divisional initiatives

Maintain a transparent view of demand, priorities, funding, capacity, interdependencies, and delivery status

Ensure alignment between strategic priorities, financial plans, and execution capacity

Provide CIO and senior leadership with the insights needed to make effective trade‑off and investment decisions

Establish and lead a scalable portfolio management process that brings consistency across a decentralized delivery model

Define common expectations, governance practices, reporting standards, and portfolio review cadences without creating unnecessary bureaucracy

Lead recurring portfolio and program reviews with Digital and business leadership to drive focus, transparency, and accountability

Surface risks, resource constraints, and cross‑functional dependencies early and drive resolution through leadership partnership

Build and run a consistent intake and prioritization process for Digital and IT work across the enterprise

Facilitate structured conversations with business leaders, Digital Leadership Team members, and key stakeholders to evaluate demand, sequence work, and clarify trade‑offs

Ensure initiatives enter the portfolio with clear sponsorship, business rationale, funding, scope, and outcome definitions

Improve the quality and comparability of decisions on what work to start, stop, accelerate, or defer

Provide enterprise leadership to program and project management practices across decentralized teams

Create common tools, playbooks, templates, and ways of working that improve consistency, visibility, and execution quality

Influence and coach program and project leaders across the organization to strengthen delivery discipline and portfolio transparency

Reinforce clear roles, responsibilities, and expectations across teams participating in program execution

Shift portfolio management from activity tracking to business outcomes and value realization

Partner with business and Digital leaders to define success measures and monitor benefits realization following implementation

Provide leadership with clear visibility into value delivered relative to investment, progress against objectives, and lessons learned

Promote stronger linkage between portfolio decisions and enterprise value creation

Partner with the Digital Leadership Team to improve visibility to resource capacity, delivery constraints, and demand across the portfolio

Support annual planning and in‑year decision making through realistic capacity, prioritization, and scenario modeling

Enable fact‑based resource discussions that improve focus on the highest‑value work

Identify systemic bottlenecks and recommend actions to improve organizational throughput and execution effectiveness

Work closely with Digital Business Partners, capability leaders, divisional stakeholders, and finance partners to ensure business priorities are accurately reflected in the portfolio

Strengthen collaboration between Digital, divisions and capabilities through clear communication, transparency, and predictable management rhythms

Reinforce a common language for priorities, progress, risk, and value delivery across the enterprise

Continuously evolve the PPM operating model based on organizational maturity, business needs, and leadership feedback

Simplify governance where possible while increasing execution discipline and decision quality

Identify opportunities to improve portfolio visibility, management reporting, and the overall effectiveness of Digital execution

Help build a modern, practical PPM capability that enables scale without slowing the organization down