Director, Project and Portfolio Management

Your Job

The Director of Program & Portfolio Management (PPM) is responsible for establishing and leading a disciplined, enterprise-wide approach to portfolio management across Digital and IT. This role creates the structure, visibility, and operating rhythm needed to connect business strategy, investment decisions, capacity, and execution across enterprise and divisional priorities. This leader will oversee the portfolio management process for the organization, while program and project management resources remain embedded within decentralized teams.

Success in the role will depend on the ability to influence across a matrixed environment, drive consistency through common practices and governance, and strengthen execution through partnership, transparency, and leadership without direct authority over all delivery resources.

This is an onsite opportunity in Lisle, IL; 5 days/per week.

Our Team

The role sits at the intersection of strategy, finance, and delivery, partnering closely with IT leadership, Digital Business Partners, and divisional stakeholders to translate demand into an executable, value-focused portfolio. This is a highly visible leadership role with the opportunity to shape how Digital work is prioritized, governed, and delivered across the enterprise.

What You Will Do

* 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 Portfolio Management Process & Governance

* 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 Demand Intake & Prioritization

* 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 Enablement of Decentralized Program Delivery

* 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 Business Outcomes & Value Realization

* 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 Capacity & Resource Planning

* 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 Stakeholder Partnership & Communication

* 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 Continuous Improvement

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

* Simplify governance where possible while increasing execution…