Enterprise Program Manager

The Opportunity

We are seeking an experienced Enterprise Program Manager to lead high-priority, complex programs across the organization. This is a senior-level role responsible for end-to-end planning, governance, execution, and delivery of multi-workstream initiatives - from large-scale technology implementations to cross-functional transformation efforts. The immediate focus of this role is our multi-year enterprise technology transformation, which spans multiple integrated platforms and involves coordinating internal teams, business stakeholders, and external implementation partners. As the program portfolio evolves, this role will take on additional strategic programs aligned to organizational priorities. The Enterprise Program Manager does not own any single workstream. They own the integrity of how programs run - integrating across technology, business process, change management, and vendor delivery to serve as the primary operational point of accountability between executive sponsors and the program.

Essential Responsibilities

Responsibilities will vary across programs but consistently include the following:

Program Governance & Structure

• Design and operate program governance models, including steering committee cadence, workstream reporting structure, decision rights frameworks, and escalation paths.
• Own the program charter and ensure it remains the authoritative reference for scope, objectives, success criteria, and guiding principles.
• Prepare for and participate in executive Steering Committees - preparing materials, framing decisions, documenting outcomes, and tracking commitments.
• Establish and enforce program management standards across all workstreams covering status reporting, risk management, issue tracking, and change control.

Integrated Program Planning

• Own the master program schedule, integrating plans from vendors, internal IT, business workstreams, and change management into a single coherent view.
• Identify and actively manage cross-workstream dependencies, particularly where sequencing between parallel initiatives creates delivery risk.
• Maintain the program's critical path and ensure the organization understands what is on it at all times.
• Replan proactively when scope, resources, or external factors shift - not reactively after milestones are missed.

Risk & Issue Management

• Own the program-level risk register, consolidating inputs from all workstreams into an integrated view assessed for likelihood and business impact.
• Drive active mitigation plans and escalate to the Steering Committee when risks exceed program-level tolerance.
• Foster a culture where raising risks early is expected and rewarded.

Scope & Change Control

• Own the program's scope baseline and formal change control process.
• Evaluate all scope change requests for impact on schedule, budget, resources, and interdependent workstreams before presenting options to decision-makers.
• Prevent informal scope creep from accumulating outside governance, whether from vendors, internal business teams, or shifting organizational priorities.
• Maintain a formal change log ensuring all approved changes are reflected in the master plan and budget.

Budget & Financial Management

• Own the program budget, tracking actuals across all cost categories: vendor fees, software licensing, internal labor, infrastructure, and contingency.
• Deliver regular budget reporting to executive sponsors with variance analysis and forward-looking forecasts.
• Proactively flag budget risk before it becomes a budget overrun.

Vendor & Partner Management

• Manage the formal change order process, ensuring scope and cost changes are properly analyzed and authorized.
• Coordinate across multiple vendors and implementation partners where programs involve parallel or intersecting workstreams.

Workstream Coordination & Integration

• Own the connective tissue between workstreams - ensuring decisions made in one workstream are visible to and accounted for by others.
• Chair regular cross-workstream integration meetings to surface interdependencies, shared risks, and sequencing conflicts before they cause delays.
• Resolve workstream-level conflicts that cannot be resolved within individual workstreams, escalating to the Steering Committee only when necessary.

Stakeholder Management & Executive Communication

• Serve as the primary operational communicator to executive sponsors - translating program complexity into clear, decision-ready informat