Vice President - Integration & PMO

Position Title: Vice President - Integration & PMO Reports to: Global Head of Integration & PMO Organization: Enterprise PMO / Integration & Portfolio Management Office Level: Vice President Location: Remote Position Summary The Vice President - Integration & PMO is a senior leadership role within the enterprise Integration & PMO organization, accountable for governance, prioritization, delivery oversight, and overall health of the company’s Technology/IT book of work. The role provides independent, enterprise-level oversight of technology investment and execution, ensuring the portfolio reflects business strategy and enterprise priorities rather than an IT-driven agenda. This is an execution-oriented, hands-on leadership position — not an administrative or project-tracking function. The VP is expected to challenge priorities, hold delivery teams and sponsors accountable, escalate and resolve roadblocks, and personally step into critical or at-risk initiatives to drive them to completion. While reporting through the PMO organization to preserve independence and objectivity, the VP partners closely with the CIO and technology leadership team to co-own delivery outcomes. Key Responsibilities Own end-to-end governance of the Technology/IT portfolio — intake, prioritization, sequencing, resourcing, delivery oversight, and benefits realization. Facilitate cross-functional prioritization against strategic value, cost, risk, dependencies, and capacity, ensuring decisions are business-led, not IT-led by default. Drive resource and capacity planning, surfacing supply/demand mismatches and forcing trade-off decisions rather than passively reporting them. Own risk, issue, and dependency management across the portfolio, personally interveningonstalled initiatives and escalating unresolved roadblocks. Maintain financial/budget visibility — trackingspendagainst plan, flagging variances, and partnering with Finance on forecasting and business-case discipline. Deliver executive-level portfolio reporting and define portfolio KPIs/milestones, with clear criteria foridentifyingoff-track initiatives and a path to remediation. Continuouslyvalidatetechnology investment alignment with enterprise strategy, and build/lead the team supporting the technology book of work. Personally engage hands-on in the most critical, complex, or at-risk initiatives — directly driving problem resolution rather than managing solely through direct reports. Travel up to 30% Leadership & Stakeholder Management Reports to the Global Head of Integration & PMO; core member of the enterprise PMO leadership team, integrating the technology portfolio into enterprise-wide governance and reporting. Leads a team of Directors/Senior Directors and portfolio managers supporting the technology book of work — scope and authority positioned above Senior Director level. Serves as the primary PMO counterpart to the CIO and technology leadership team, embedded in planning and delivery whilemaintainingindependent reporting and objectivity. Partners closely with Finance, Operations, and business unit leaders to ensure the portfolio reflects enterprise-wide priorities and constraints. Chairs technology portfolio/investment review forums andparticipatesin executive steering committees,operatingcredibly with C-suite stakeholders. Acts as the escalation point for cross-functional conflicts on technology priorities, resourcing, or delivery. Portfolio Governance & Delivery Design andoperatethe governance cadence — intake/prioritization gates, stage-gate reviews, portfolio health checks, and steering committee cycles. Establish a consistentportfoliotaxonomy and reporting model (RAG status, milestones, budget vs. actuals, benefits tracking) for one version of the truth. Define objective thresholds for “off track” status and own the escalation/intervention protocol, including authority to redirect resources, rescope, pause, or cancel. Maintain a portfolio-level dependency and risk map spanning technology initiatives and adjacent enterprise programs. Drive resource/capacitydisciplineso delivery commitments reflect realistic capacity, and take direct, hands-on ownership of troubled or high-visibility initiatives whenrequired. Conduct periodic strategic alignment reviews and own post-initiative/lessons-learned reviews to continuously improve delivery predictability. Qualifications & Experience 20+ years leading complex enterprise technology portfolios, large-scale transformation programs, and/or enterprise PMO functions. Demonstrated successoperatingat a senior leadership level with sustained C-suite and executive exposure. Strongtrack recordof portfolio governance and delivery oversight in matrixed organizations, without direct line authority over all delivery resources. Solid financial and business-case acumen — budgeting, forecasting, ROI/value tracking. Experience building and leading high-performing PMO/program management teams; familiarity with Agile/SAFe/waterfall/hybrid methodologies and enterprise PPM tooling. Bachelor’s degreerequired(MBA or advanced degree preferred); PMP,PgMP,PfMP,SAFe, or equivalent certification preferred. Travel required – up to 30% annually. Key Competencies Executive presence & influence— drives accountability across a matrixed organization without formal command authority. Strategic & business acumen— connects technology delivery to enterprise strategy and commercial outcomes. Decisiveness & constructive courage— willing to challenge priorities and sponsors when the portfolio is off track. Financial & analytical rigor— comfortable interrogating budgets, forecasts, and business cases. Relationship-building & diplomacy— builds trust with IT leadership while preserving independence and objectivity. Executive-ready communication— translates technical, multi-workstream detail into decision-ready insight. Hands-on execution orientation— moves fluidly between strategic governance and in-the-detail problem-solving. Measures of Success Percentage of technology portfolio initiatives delivered on time, on budget, and within scope. Reduction in time between an initiative going off track and corrective action being taken. Improved forecast and budget-variance accuracy across the technology book of work. Demonstrated alignment between active technology investment and enterprise strategic priorities. Adoption of the governance framework and quality/timeliness of executive reporting and escalations. Resourceutilizationefficiency and stakeholder satisfaction across the CIO, Finance, and business partners.