Director of Project and Program Management

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The PMO Lead owns and operates the Technical Project Management Office (TPMO) within Workplace Management Technology, leading a team of Project and Program Managers who deliver the software and platform roadmap. This role is the delivery backbone of WPMT product development: it owns how work is prioritized, sequenced, tracked, and shipped once it has entered the delivery pipeline, and ensures rigor in the discipline of capturing ROI and business value at the requirements stage.

The PMO Lead is a people leader first, directly managing the PjM/PgM team, and a process owner second, responsible for the operating mechanics (prioritization frameworks, delivery tracking, status reporting) that keep a complex, multi-workstream technology organization moving. This role owns everything downstream of intake once work is accepted into the delivery pipeline. The role is also expected to model and lead AI-driven ways of working by using AI tools to increase their own and their team's efficiency, and driving adoption of AI-enabled practices across the broader delivery organization.

• Directly manage a team of Project/Program Managers: set goals, conduct 1:1s, manage performance, coach on delivery and stakeholder skills, and own hiring/staffing decisions for the team.
• Build team capability and bench strength; identify utilization gaps and rebalance workload across PjMs/PgMs as priorities shift.
• Establish a consistent PjM/PgM standard of practice across the team (status reporting, risk/issue escalation, stakeholder cadence) so delivery quality doesn't depend on which PjM is assigned.

• Own the prioritization and sequencing framework for the product development backlog: maintain scoring criteria, facilitate prioritization decisions, and keep the backlog defensible and current.
• Own end-to-end delivery tracking across all active initiatives: milestones, dependencies, risks, and status, rolled up into a single reliable view for leadership.
• Design and enforce the discipline for capturing ROI, business case, and value assumptions during requirements/intake handoff, so every prioritized item enters delivery with a defensible cost/benefit rationale.
• Continuously improve delivery operating mechanics (SDLC/ADLC checkpoints, governance gates, reporting templates) to reduce cycle time and improve predictability.

• Represent the PMO in leadership and governance forums; provide accurate, source-backed status on portfolio health, risks, and resourcing.
• Partner closely with Product Management and Product Operations on the boundaries between intake and delivery, ensuring clean handshakes with no dropped context.
• Build trusted relationships with Product, Engineering, and business stakeholders to resolve cross-team dependencies and unblock delivery.

• Own portfolio-level reporting (executive updates, delivery dashboards) with a bias toward source-verified data over informally synthesized summaries.
• Identify systemic delivery bottlenecks and drive process fixes rather than one-off…