Transformation Portfolio and Governance Manager

## Transformation Portfolio and Governance Manager Apply:
Spring, Texas, United States of America:
Meyrin, Geneva, Switzerland:
Full time:
Posted Today:
3168705

Transformation Portfolio and Governance Manager
** Description
- ** The Transformation Portfolio & Governance Manager will enable Global Revenue Operations to manage its transformation portfolio as one integrated system. This role will manage portfolio visibility, governance, prioritization, change control, and value realization disciplines across initiatives across and incorporating GRO.Reporting to the Senior Director of GRO Transformation, this individual contributor will partner with transformation program leaders, functional business owners, Finance, Enterprise Operations, Digital, solution architecture, data and insights, and management of change teams.

The role will translate strategic priorities and planning commitments into an integrated portfolio of roadmap, decision-ready insights, and clear accountability
** Key Responsibilities
**** Portfolio visibility and governance*
* * Own and maintain the authoritative inventory of GRO transformation initiatives, including objectives, scope, owners, milestones, dependencies, investment, risks, outcomes, and benefit commitments.
* Design and run the portfolio governance cadence, including intake, qualification, prioritization, portfolio health reviews, executive decision forums, annual refreshes, and formal closeout.  
** Strategic planning and prioritization*
* * Partner with Senior Director of Transformation & GRO teams to execute the tactical execution of the transformation of portfolio planning for LTP, including investment planning, scoping, workforce/capacity planning, and related portfolio planning processes.  
** Change control and value realization
*** Establish a formal portfolio change-control process for scope, funding, timing, ownership, KPI, workforce, savings, and value-realization changes.  
** Integrated roadmap and executive insights*
* * Create integrated roadmaps and dependency views that expose overlaps, sequencing conflicts, capacity constraints, boundary gaps, and opportunities for consolidation or synergy.
* Develop executive scorecards and portfolio narratives that clearly communicate health, business outcomes, decisions required, risks, trade-offs, and corrective actions.
* Partner with program managers to communicate Value Realization, including but not limited to: benefit baselines, track realized value, and connect delivered capabilities to revenue, margin, cash, productivity, experience, adoption, or risk outcomes.  
** Communication strategy and stakeholder engagement
*** Own the portfolio-level communication rhythm for GRO Transformation, including weekly program updates, executive-ready summaries, leadership intervention items, roadmap updates, achievements, next steps, and decision-required messaging.
* Translate complex transformation activity into a clear, audience-specific narrative for senior leaders, program teams, functions, and impacted stakeholder groups, ensuring the story connects strategy, portfolio priorities, change impacts, adoption, and measurable outcomes.
* Partner with MOC, program managers, functional owners, and communication leads to ensure program communications are coordinated, persona-based, and delivered through the right existing forums, channels, and stakeholder routines.
* Maintain a clear communication operating model, including stakeholder maps, forum cadence, ownership of messages, review and approval paths, communication risks, and handoffs between portfolio governance, program execution, and MOC delivery.
* Ensure major portfolio changes, delays, descopes, launches, leadership decisions, and role or operating-model impacts are communicated with the right timing, confidentiality, and stakeholder sensitivity to avoid surprises or misalignment.  
** Data discipline, tools, and reusable standards
*** Partner with GTM data & insights to Improve portfolio data quality and reporting discipline, using approved enterprise tools as appropriate, while reducing fragmented offline reporting.
* Create/influence reusable portfolio playbooks, standards, templates, decision criteria, and self-service guidance that increase consistency across GRO transformation programs.  
** Executive facilitation and continuous improvement
*** Facilitate difficult prioritization and trade-off discussions with objective data, sound judgment, and a focus on enterprise outcomes.
* Continuously mature the…