Director, Enterprise Project Management Office

Position Description

The Director of the Enterprise Project Management Office (ePMO) leads the organization’s strategy execution processes. The Director advances the organization’s enterprise governance, resource capacity planning, and work tracking capabilities to ensure approved plans are delivered. The Director oversees processes including regular strategy reviews, cross-functional execution forums, and executive leadership updates.

This role is responsible for implementing and overseeing the governance structures, portfolio management practices, planning processes, that connect strategic objectives to budgets, roadmaps, initiatives and individual performance goals. The Director enables enterprise-wide visibility into work, resource capacity, dependencies, risks and leading indicators to support prioritization, decision making and achievement of organizational objectives. The Director provides leadership through subordinate leaders and PMO resources, ensuring enterprise execution disciplines, governance processes, and organizational priorities are consistently translated into measurable outcomes.

The ideal candidate will be a strategic thinker, change initiator, and a strong leader with demonstrated experience delivering strategy execution through enterprise governance processes.

• Apply proven strategy-execution practices to deliver strategic initiatives, including aligning budgets, roadmaps, team and individual goals and communication channels.
• Own a tiered governance structure that incorporates executive leadership, cross-functional leaders, and initiative teams reviews on an established cadence and clear decision-making authority at each level.
• Advise executive leadership on enterprise prioritization, investment decisions, execution risks, and strategic tradeoffs that impact organizational performance.

• Strengthen the processes that surface and resolve capacity and resource constraints.
• Partner with Finance to align resource capacity planning and budget processes.
• Recommend enterprise resource allocation strategies that balance organizational priorities, operational needs, budget constraints, and execution capacity.

• Streamline intake and reporting. Establish enterprise level expectations for tracking and reporting on work to support transparency and various levels of reporting.
• Maintain the enterprise portfolio view. Own the dashboard, dependency register, and commitments inventory that let leaders see what is underway, what is blocked, and what needs a decision.
• Measure with leading indicators and lagging measures. Maintain a scorecard of a small number of leading indicators per strategy, with clear thresholds, so problems are predicted early and outcomes are confirmed.
• Produce leadership and Board reporting of strategic initiatives.

• Partner across functions. Work with Finance, HR, Communications, and Education so strategy is embedded in budgets, performance management, staff communication, and training.
• Lead adoption as a behavior change. Position governance as an exchange that returns value to teams and demonstrates that value early rather than mandating compliance.
• Reduce duplication. Take accountability for retiring reporting asks that improved processes make unnecessary and communicate clearly what has changed.

• Lead and develop managers and PMO professionals, establishing organizational capabilities, succession plans, and operating standards that support long-term strategy execution.
• Establish department objectives, allocate resources, and monitor performance across multiple PMO functions to achieve…