Manager, Project Management, WWGS Marketing Operations

We are seeking an experienced people manager to lead a high-performing team of project managers responsible for delivering the programs that bring world-class creative campaigns to millions of grocery customers. This role combines strategic portfolio management with people leadership — directing the planning and execution of 50+ concurrent creative projects supporting enterprise-level business initiatives for WWGS Marketing and Brand. The ideal candidate excels at developing project management talent, orchestrating complex multi-channel portfolios, and maintaining high-quality outputs while navigating ambiguity at scale. This role requires someone who thrives in the creative process — comfortable navigating ambiguity, earning trust with creative teams who care deeply about their craft, and protecting the space for great work to happen while keeping complex programs on track.

Key job responsibilities
People Leadership & Development
- Build and lead a team of 6+ Project Managers; provide mentorship, career development, and performance management (Hire and Develop the Best)
- Foster a team culture of operational rigor, ownership, and a growth mindset; set and maintain a high bar for delivery quality (Insist on the Highest Standards)
- Develop and implement training programs to enhance team capabilities and project management methodologies
- Conduct regular 1:1s, team meetings, and performance reviews to ensure team growth, alignment, and success

Portfolio & Program Management
- Oversee a complex portfolio of marketing initiatives, ensuring strategic alignment and optimal resource allocation (Deliver Results)
- Lead the most complex, high-impact programs within WWGS Marketing, focusing on large-scale, multi-channel creative campaigns
- Establish portfolio governance frameworks and ensure consistent project delivery standards across the team (Insist on the Highest Standards)
- Proactively identify risks and dependencies; devise mitigation plans and contingency options; escalate with recommended solutions when appropriate (Dive Deep)

Cross-Functional Stakeholder Management
- Build and maintain trusted relationships with senior leadership; translate operational data into strategic recommendations that align portfolio outcomes with marketing goals (Earn Trust)
- Present progress, risks, and capacity trade-offs to senior stakeholders; influence prioritization decisions with clear data and business context (Have Backbone; Disagree and Commit)
- Identify escalation trends across the portfolio; surface systemic issues and drive cross-functional alignment on resolution (Dive Deep, Bias for Action)
- Act as a trusted partner to creative teams; understand the creative process and advocate for the time, space, and clarity creatives need to produce excellent work (Customer Obsession)
- Lead strategic planning sessions and portfolio reviews, shaping initiatives and driving organizational change (Think Big)

Operational Excellence
- Design and implement scalable project management processes, templates, and best practices that raise the quality bar across the team (Invent and Simplify, Insist on the Highest Standards)
- Define and maintain operational KPIs and portfolio health dashboards; use data to identify inefficiencies and drive corrective action (Dive Deep)
- Conduct post-delivery retrospectives; document learnings and implement systemic fixes that prevent recurrence across the portfolio (Learn and Be Curious)


A day in the life
No two days look the same — but here's a snapshot of what this role looks like in motion:

Morning: You review capacity across the portfolio and flag emerging risks before they become blockers. You coach a PM through a tricky stakeholder conversation, then join a creative brief kickoff to ensure scope and timelines are realistic from the start.

Midday: You're in a cross-functional planning session with Creative and Channel leads, aligning on Q4 priorities and making trade-off recommendations backed by data. You push back on a request that would overload your team — respectfully, with a clear alternative. Between meetings, you step into a complex multi-channel campaign to untangle a dependency that's stalling the creative team.

Afternoon: You conduct a 1:1 with a developing PM, discussing their career goals and giving feedback on a recent retro they facilitated. Later, you prep a portfolio review for senior leadership — translating execution details into a concise story about what's on track, what's at risk, and what needs decision.

Throughout the day: You're context-switching between strategic and tactical — unblocking a stalled approval, fielding a Slack thread about a shifting launch date, and connecting dots across programs that no one else sees. You protect your team's capacity so they can focus on the work, and you keep creative pa