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The Director, IT Portfolio Management, CenterWell and Corporate Services Technology collaborates with the business portfolio teams and Segment CIOs to align the IT portfolio and demand, works to scale adoption of Agile methodologies and practices including Scrum, Kanban and Scaled Agile Framework (SAFe). The Director, IT Portfolio Management requires an in-depth understanding of how organization capabilities interrelate across the function or segment.

The Director, IT Portfolio Management, CenterWell and Corporate Services Technology will partner closely with the Shared Services leadership team, with business leaders, and with Segment CIOs and their teams to support delivery of our strategic portfolio. Decisions are typically related to the implementation of new/updated initiatives for the segments and supporting technical/operational procedures and processes. This team is responsible for organizing and prioritizing IT work based on business and technology strategy, segment roadmaps, prioritized budgets, and schedule and resource constraints, ensuring that the appropriate financial and organizational support is allocated in support of business goals.

The Director, IT Portfolio Management, CenterWell and Corporate Services Technology will lead a team that partners closely with five different delivery organizations across CenterWell and Corporate Services Technology. This role will provide direct oversight of the following:

• Portfolio Management

• Financial and Investment Management

• Project and Portfolio Management Office (PMO)

• Agile Coaching

Key Responsibilities

Portfolio Management

• Partner directly with the Segment CIOs to ensure the appropriate portfolio support to enable successful delivery aligned to strategy and roadmaps.

• Advance operating and organizational maturity by enabling better portfolio-level insights and decisions, using Lean Portfolio Management where appropriate.

• Continue maturing the Portfolio Management function with the appropriate processes, tools, and team to deliver across all represented Segments in the IT Portfolio.

• Lead a team of portfolio professionals who are responsible for:

  • Working with Segment CIOs and business partners to create business case financial models to support strategic initiatives

  • Facilitate annual and ongoing prioritization processes, ensuring business cases are maintained and updated, developing cost models, and supporting Segment CFOs in value tracking

  • Organize and prioritize work based on strategy, roadmap, and funding; ensure continuous alignment of project investments and initiatives with business strategy based on changing functional needs, resource capacity constraints, risk exposure, and interdependencies

  • Measure portfolio health across multiple dimensions (delivery, financial, value) to create insights and inform decisions

  • Measure delivery effectiveness of horizontal teams and highlight risks to delivery timelines

  • Conduct regular portfolio reviews with Segment CIOs and business leaders, highlighting any variances on scope, timeline, and cost

Financial and Investment Management

• Ensure continuous alignment of project investments and initiatives with business strategy based on changing functional needs, resource capacity constraints, risk exposure, and interdependencies.

• Oversees planning, budget, and tracking processes, working with IT Finance to ensure we achieve our objectives.

• Lead a team of portfolio professionals who are responsible for:

• Analyzing the trends and performance against plan, while monitoring to identify and remediate the cause of any unexpected variances.

• Developing and continually improving budgeting, financial projections, and forecasts for both prioritization and operating budgets

• Traceability of delivery plans, to labor capacity needed, to budget required to deliver the specific work

• Partner with CIOs on position management, advising on demand/capacity, ramp plans, and labor sourcing strategies (associate/contractor mix, global vs tail, onshore/offshore)

• Partner with IT Finance to provide financial reporting at various levels of detail for different audiences and purposes, including but not limited to:

  • Monthly variance for actual vs. forecast on cost structure

  • Monthly actual vs. forecast on delivery (what work occurred for cost)

  • Validation and aggregation of contracts aligned to IT Owners in supported areas

  • Productiv