Portfolio Director

The Director of Portfolio leads the Portfolio Office, accountable for what enters the delivery system, how it is routed, and whether it delivers value. This role consolidates the portfolio management, intake, resourcing, budgeting, enterprise status reporting, procurement, and vendor and contract management accountabilities previously held at the AVP, IT Service Delivery level, and the demand‑shaping and resourcing accountabilities of the Director of Project Solutions and Delivery role, into a single director‑level owner sized for an AI‑first delivery model.

This position carries a distinctive early‑tenure design mandate. The Director manages the current Business Analyst and Project Manager staff - both consultants and FTEs - and is accountable, in partnership with the CIO, to determine and recommend the long‑term shape of the function. This includes: (1) evaluating the enterprise need for pre‑SDLC business support and organizational project management assistance outside the SDLC - work that has fallen to IT in recent years[GH1] - and recommending whether, and where, it should be staffed long term, within IT or elsewhere in the organization;

(2) determining which FTE roles the Portfolio Office requires long term; and (3) determining the pace and sequencing of the consultant drawdown based on company need and efficiencies gained through the AI‑first operating model. The Director's recommendations, developed with and approved by the CIO, will define the end‑state design of this function. In SDLC 2.0, heavy project management overhead is replaced by lane‑based routing and evidence‑based gates.

The Portfolio Office operates the spec‑intake front door in partnership with Product Engineering, routes work into the three‑lane model at the appropriate risk tier, owns the confounder register as a managed portfolio asset, and gives the CIO and executive leadership a single, truthful view of demand, capacity, spend, and outcomes.