Head - Technology Portfolio Management, Transaction Banking & Payments, TD Securities

Work Location:

New York, New York, United States of America

Hours:

40

Line of Business:
Technology Solutions

Pay Detail: $270,000 - $300,000 USD

The Head, Technology Portfolio Management, Transaction Banking is the accountable executive for the integrated management and delivery oversight of the full Transaction Banking technology portfolio spanning digital channels, ledger and payments. The role converts business and technology strategy into a prioritized, funded and executable portfolio; oversees multiple concurrent programs and projects, including Tier 1 initiatives; and provides a single, trusted view of portfolio health, value, risk, dependencies and decisions to senior executives.

The role leads a significant, high-complexity, multi-year portfolio with substantial regulatory and risk oversight; manages aggregate portfolio financials, including budget, forecast, actuals and variances, and benefits realization; operates portfolio governance and controls; and leads senior program and project management talent. The current portfolio scale is approximately $235 million for 2026, with a similar level anticipated for 2027, subject to annual planning and approval.

• Define and maintain the integrated Transaction Banking technology strategy, investment thesis and multi-year roadmap across digital channels, ledger and payments, translating business strategy into executable technology priorities in partnership with Product, Operations and Architecture.
• Translate business priorities, architecture visions, regulatory obligations and platform health needs into a sequenced portfolio with clear outcomes, dependencies and funding requirements.
• Recommend portfolio investment, sequencing, capacity and scope trade-offs; stop, defer or redirect work where value, readiness, risk or strategic alignment is insufficient.
• Ensure the portfolio balances transformation, modernization, resilience, regulatory and mandatory commitments, and sustainable run-state outcomes.

• Oversee end-to-end delivery performance across all in-scope, multi-year programs and projects and multiple agile teams, with accountability for coherent execution against approved scope, milestones, budget, quality and benefits.
• Own the integrated portfolio plan, critical path and cross-domain dependency view, resolving conflicts across channels, ledger, payments and shared enterprise platforms.
• Establish clear intervention and escalation mechanisms; identify emerging slippage early and drive timely corrective action and executive decisions.
• Ensure disciplined transition from design and build through testing, implementation, stabilization and hand-off to accountable run-state owners.

• Own aggregate portfolio financial management, including annual planning, forecasts, actuals, variances, vendor commitments and investment transparency.
• Align funding and capacity to the highest-value and highest-obligation priorities, while maintaining traceability from investment to deliverables, outcomes and benefits.
• Establish benefits baselines and oversee realization of client, financial, operational, resilience and risk outcomes; address benefit leakage and underperformance.
• Optimize the deployment of senior program, project and specialized resources across the portfolio.

• Operate portfolio governance as a decision system, with clear accountabilities, decision rights, escalation thresholds, KPIs, executive reporting and disciplined follow-through.
• Maintain an integrated view of delivery, technology, operational, cyber, data, regulatory, third-party and change risks, including assumptions and dependencies.
• Ensure risk and control requirements are embedded from design through implementation and that portfolio evidence supports audit, regulatory and governance expectations.
• Provide strategic guidance to business and functional leaders on material portfolio issues and ensure concerns are managed within enterprise risk appetite.

• Provide a single, credible executive narrative on portfolio status, value, financials, risks, dependencies and decisions required.
• Lead and develop senior program managers, project managers and portfolio specialists; build succession, capability and disciplined performance management across the function.
• Create a culture of accountability,…