VP, Enterprise PMO

The Vice President of Enterprise Program Management Office (EPMO) is a senior executive role responsible for establishing and sustaining the strategic delivery capability of Learning Care. Reporting directly to the Head of IT, this leader owns the full scope of the enterprise portfolio — spanning IT transformation, enterprise technology programs, business strategic initiatives, and the Growth PMO, which encompasses new school builds, acquisitions, and real estate development programs.

 

This is not a traditional PMO coordination role. The VP of EPMO serves as a true strategic partner to the ELT and functional leaders — challenging assumptions, enforcing delivery discipline, and ensuring the organization's most important programs are properly scoped, resourced, prioritized, and executed. The EPMO under this leader should be known for rigor, accountability, and strategic influence — not just status reporting.

 

Scope of Ownership

Enterprise Portfolio

• Enterprise Portfolio Leadership: Own the end-to-end enterprise program portfolio — all IT transformation programs, cross-functional strategic initiatives, and business transformation efforts. Provide the ELT and Head of IT with a clear, accurate, and unfiltered view of portfolio health, capacity, risk, and trade-offs at all times.
• Strategic Initiative Management: Partner with ELT members and functional leaders to identify, charter, and govern the organization's highest-priority strategic programs. Ensure every major initiative has a defined scope, executive sponsor, resource plan, success criteria, and delivery accountability before work begins.
• IT Program Delivery: Oversee the delivery of all IT programs and projects across enterprise platforms, infrastructure, security, and digital transformation. Enforce SDLC discipline, milestone accountability, and change management rigor across all IT delivery teams.
• Demand and Capacity Management: Manage the incoming demand pipeline against team capacity. Make prioritization recommendations to IT and business leadership, and escalate conflicts clearly and early. Say no — or not yet — when the portfolio is over-committed.
• Portfolio Reporting and Governance: Design and deliver executive-level portfolio reporting that tells the truth: what is on track, what is at risk, what needs a decision, and what is behind. Reporting should enable action, not obscure it.

 

Growth PMO

• Growth Program Oversight: Own the delivery of Learning Care's growth portfolio — new school builds, acquisitions, real estate development, and center openings. Partner with Operations, Finance, Legal, and Real Estate to ensure growth programs are delivered on time, on budget, and ready for operations.
• Acquisition Program Management: Lead program management for acquisition integrations — coordinating workstreams across technology, operations, HR, and finance to ensure smooth and timely post-close execution.
• New School Openings: Oversee the program management of new school development from site approval through opening day, ensuring cross-functional alignment, milestone tracking, and risk escalation throughout the lifecycle.
• Growth Reporting: Provide leadership with accurate, forward-looking visibility into the growth pipeline — current status, upcoming milestones, risks, and readiness across all active programs.

 

EPMO Capability and Standards

• Delivery Methodology: Define, implement, and continuously improve the enterprise delivery framework — including project intake, charter standards, SDLC governance, Agile/waterfall/hybrid methodology guidance, and portfolio review cadences. Standards should be practical, not bureaucratic.
• PMP Certification and Team Development: Build a team where PMP certification is the standard, not the exception. Drive a culture of professional development, delivery discipline, and continuous learning across all EPMO team members. Establish a certification roadmap and hold the team accountable to it.
• Risk and Issue Management: Establish a proactive risk culture across the portfolio. Surface risks early, escalate issues clearly, and drive mitigation without waiting to be asked. Own the portfolio risk register and ensure it is used.
• Executive Stakeholder Management: Serve as a trusted advisor to the Head of IT and ELT on portfolio status, delivery risk, and organizational capacity. Communicate directly, confidently, and without spin — bringing solutions alongside problems.

 

Leadership and People

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