Director, Program Management

Position Summary

The Director, Program Management is accountable for the strategic leadership, enterprise alignment, and end-to-end execution of one of the company’s most complex and high-profile programs. The program spans multiple interdependent workstreams and requires coordination and leadership across Product, Engineering, Operations, Commercial, Finance, Legal, Compliance, and other enterprise functions.

This role is a member of the Program Management Office (PMO) and reports through the PMO, with a dotted-line reporting relationship to the Senior Vice President accountable for the program. Working in close partnership with the SVP and Program Principal, the Director serves as a senior leader for both the external stakeholder relationship and internal program, translating contractual commitments, stakeholder priorities, and business objectives into enterprise strategy, priorities, and measurable outcomes.

The Director is expected to operate with significant autonomy, sound executive judgment, and a high degree of discretion. This individual must be equally effective influencing executive decisions, navigating sensitive stakeholder matters, and engaging directly in critical program work when necessary to accelerate progress, resolve complex issues, or protect program and business outcomes.
Key Responsibilities
Strategic Program Leadership

- Partner with the SVP and Program Principal to establish the strategic direction, priorities, governance, and success measures for the program.

- Serve as a senior, trusted partner to external and internal leadership, building credibility through transparency, responsiveness, sound judgment, and consistent execution.

- Represent the broader enterprise in external stakeholder engagements, balancing contractual commitments and stakeholder priorities with the company’s operational, financial, technical, and strategic objectives.

- Anticipate emerging program, stakeholder, and business challenges and lead proactive strategies to address them before they materially impact outcomes.

- Provide the SVP and executive leadership with clear assessments, recommendations, and options on critical program decisions, risks, and opportunities.

Enterprise Program Leadership

- Provide overall leadership and accountability for a complex portfolio of interconnected workstreams spanning multiple business and functional organizations.

- Establish an integrated enterprise operating model that creates clear ownership, decision rights, escalation paths, dependencies, and accountability across workstream leaders.

- Set direction and drive alignment across senior functional leaders where competing priorities, resource constraints, or organizational dependencies require enterprise-level resolution.

- Ensure program decisions optimize overall enterprise and stakeholder outcomes rather than individual functional or workstream objectives.

- Establish and maintain disciplined program governance, including executive steering, program reviews, decision forums, and escalation mechanisms.

Program Performance & Financial Management

- Maintain executive oversight of program scope, schedule, budget, quality, resources, risks, dependencies, and contractual commitments.

- Establish performance expectations and ensure workstream leaders are accountable for measurable deliverables, milestones, financial targets, and contractual commitments.

- Own program-level risk and issue management, directing recovery strategies and corrective actions when delivery, financial, contractual, or stakeholder outcomes are at risk.

- Provide oversight of program budget, forecasts, expenditures, resource requirements, and financial exposure in partnership with Finance and functional leadership.

- Evaluate and communicate the enterprise impact of material scope changes, schedule adjustments, resource decisions, and external commitments.

- Maintain sufficient depth in program details to independently assess program health, cha