HR Technology Portfolio Operations Manager

We are the leading provider of professional services to the middle market globally, our purpose is to instill confidence in a world of change, empowering our clients and people to realize their full potential. Our exceptional people are the key to our unrivaled, culture and talent experience and our ability to be compelling to our clients. You'll find an environment that inspires and empowers you to thrive both personally and professionally.

There's no one like you and that's why there's nowhere like RSM.

The HR Technology Portfolio Operations Manager supports portfolio visibility, capacity planning, intake discipline, and cross‑functional coordination across HR Technology. This role helps establish consistent practices for project reporting, prioritization, technology spend visibility, and leadership decision‑making.

This role partners closely with HR Technology Digital Leaders, project managers, COE partners, and cross‑functional stakeholders to improve alignment, transparency, and execution across the portfolio.

• Support the operating rhythm for project delivery across the HR Technology portfolio.
• Help clarify how work moves from intake through prioritization, execution, reporting, and closure.
• Maintain practical templates, reporting expectations, and coordination practices that improve consistency.
• Promote consistent delivery practices across Digital Leader portfolios without serving as the enterprise PMO owner.

• Identify enterprise connection points, dependencies, risks, and decision needs across cross‑functional projects.
• Coordinate with Digital Leaders, project managers, and partner teams to improve visibility into status, risks, capacity, and next steps.
• Review project updates and materials for clarity, consistency, and readiness for leadership discussion.
• Flag gaps, inconsistent reporting, or unclear ownership so issues can be addressed by the appropriate leaders.
• Escalate repeated reporting or coordination breakdowns to portfolio leadership when they create delivery risk.

• Maintain a reliable HR Technology portfolio view of active work, including status, risks, dependencies, priorities, and capacity.
• Ensure leadership has accurate, timely, and decision‑ready portfolio insights at all times.
• Encourage consistency in how project health, risks, decisions, and progress are communicated across HR Technology.
• This includes creating and maintaining the mechanisms needed to monitor current and forecasted capacity so leaders can understand demand, constraints, tradeoffs, and delivery risk before commitments are made.

• Support technology governance activities, including visibility into technology spend, RFP activity, costing models, and budget submissions.
• Help maintain technology cost models that support planning, prioritization, and leadership decision‑making.
• Coordinate inputs needed for technology budget planning, spend approval, and portfolio‑level financial reporting.
• Ensure technology‑related decisions are supported by clear documentation, consistent governance, and appropriate stakeholder engagement.

• Support the portfolio management ecosystem used for project delivery and reporting.
• Clarify how portfolio tools should be used to support consistent reporting, visibility, and coordination.
• Partner with technology teams to improve reporting automation, workflow efficiency, and portfolio data quality.
• Ensure project managers consistently use the designated tools for status reporting, project tracking, risk management, and portfolio visibility rather than relying on fragmented or informal reporting methods.

• Support the intake framework used to evaluate new work entering the HR Technology portfolio.
• Ensure all initiatives are clearly defined with business value, scope, ownership, and expected outcomes before entering execution.
• Develop and continuously mature prioritization and portfolio planning frameworks in partnership with HR Technology Digital Leaders.
• Build and mature portfolio…