Director Enterprise Project Management Office (EPMO) – Platform, Process & Insights

Together we fight for everyone’s opportunity for a better financial future.

We will do this together — with customers, partners and colleagues. We will fight for others, not against: We will stand up for and champion everyone’s access to opportunities. The status quo is not good enough … we believe every individual and every community deserves access to financial opportunities. We are determined to support both individuals and communities in reaching a better financial future.  We know that reaching this future depends on our actions today.

Like our Purpose Statement, Voya believes in being bold and committed to action.  We are committed to a work environment where the differences that we are born with — and those we acquire throughout our lives — are understood, valued and intentionally pursued. We believe that our employees own our culture and have a responsibility to foster an environment where we all feel comfortable bringing our whole selves to work. Purposefully bringing our differences together to positively influence our culture, serve our clients and enrich our communities is essential to our vision.

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Director Enterprise Project Management Office (EPMO) – Platform, Process & Insights 

Role Overview

The Director, EPMO – Platform, Process & Insights is a senior enterprise leader responsible for shaping and sustaining the operational backbone of enterprise delivery, including platforms, processes, governance, insights, and change management.

This role owns how the organization plans, governs, executes, adopts, and measures strategic work—ensuring enterprise initiatives are not only delivered, but successfully adopted and sustained. By combining disciplined delivery processes, modern platform stewardship, structured change management, and decision‑ready insights, this leader enables predictable execution, transparency, and value realization at scale.  The role partners closely with Business, Technology, Finance, Risk, and Audit leaders and acts as a trusted advisor to senior executives.

Key Responsibilities

Insights, Analytics & Decision Enablement

• Own the enterprise portfolio and delivery insights strategy, including executive dashboards, scorecards, and performance analytics.
• Ensure leaders have trusted, decision‑ready data connecting delivery health, financials, capacity, risk, and outcomes.
• Drive continuous improvement in data quality, reporting standards, and analytical maturity.

Platform Strategy & Product Ownership

• Provide executive oversight and strategic direction for core EPMO platforms, including portfolio management, agile execution, workflow automation, collaboration, and analytics tools.
• Set and govern platform roadmaps to ensure capabilities align with enterprise strategy, delivery maturity, and user needs.
• Ensure platforms operate as authoritative systems of record and are integrated, secure, and scalable.

Enterprise Process & Governance Leadership

• Own and evolve enterprise portfolio, delivery lifecycle, and SDLC policies across Agile, Waterfall, and Hybrid methodologies.
• Establish and sustain right‑sized governance frameworks, ensuring consistency, compliance, and flexibility based on risk and complexity.
• Ensure ongoing audit readiness, including ownership of controls, evidence, and remediation for internal and external audits.

Change Management & Adoption Leadership

• Own the enterprise change management framework for portfolio and delivery initiatives, including standards, artifacts, checkpoints, and governance expectations.
• Embed change and adoption planning into the delivery lifecycle, ensuring alignment between technical milestones, business readiness, and adoption outcomes.
• Partner with Business, Technology, HR, Communications, and Change practitioners to ensure stakeholder engagement, readiness, and sustainment for major initiatives.
• Ensure change impacts, risks, and adoption metrics are visible, measured, and actively managed alongside delivery performance.
• Reinforce accountability by clearly distinguishing framework ownership (PPI) from execution ownership (Business sponsors).

Portfolio Performance & Outcome Management

• Influence portfolio prioritization, sequencing, and tradeoffs using fact‑based insights and scenario analysis.
• Ensure delivery health and execution performance are clearly linked to bus