Sr Manager, IT Strategy Performance and Governance

ABOUT US

PHINIA: Advancing sustainability today, powering a cleaner tomorrow.  

 

PHINIA is an independent, market-leading, premium solutions and components provider with over 100 years of manufacturing expertise and industry relationships, with a strong brand portfolio that includes DELPHI®, DELCO REMY® and HARTRIDGE™. With over 12,500 employees across 43 locations in 20 countries, PHINIA is headquartered in Auburn Hills, Michigan, USA. 

 

At PHINIA, we Provide fuel systems, electrical systems, and aftermarket products and solutions of the highest quality — developed and manufactured responsibly — that are designed to enhance efficiency and reduce the environmental impact of vehicles, industrial machinery, and other applications. In doing so, we contribute to a cleaner tomorrow, treat our people and surrounding communities with respect, and hold ourselves accountable to robust ethical standards. 

 

Our Culture  

PHINIA promotes and cultivates an inclusive culture and diverse perspectives, strives to maintain its reputation for excellence, thrives on the power of collaboration, and fosters the development of our talented employees. We believe in making a positive impact through our business and actions, and we take our collective responsibility seriously. 

 

Career Opportunities  

We believe in building a brighter tomorrow for our employees as well as our customers and encourage you to learn about our long history, strong culture, new technologies, and future vision. We offer a strong local presence and interesting global opportunities. Join us on this shared journey toward a brighter tomorrow.

JOB PURPOSE

As a key member of the extended IT staff within PHINIA’s Office of the CIO and reporting to the Director of IT Transformation, this Senior Manager owns the operating mechanisms that ensure IT strategy governs how money, capacity, and leadership attention are allocated and how value is realized across the IT organization. This role also synthesizes IT strategy into a coherent executive narrative, consolidated roadmaps, and planning frameworks to support CIO- and executive-level decision making. This role stabilizes execution, strengthens governance across PMO, VMO, and IT Financial Management, and reduces CIO load by converting strategic priorities into enforceable constraints, coherent investment decisions, and measurable outcomes. This leader also provides integration governance for acquisition due diligence and IT integration to ensure consistency of prioritization, funding, and value realization during M&A activity.

KEY RESPONSIBILITIES

• Own the operating mechanisms that translate IT strategy into investment, prioritization, sequencing, and delivery decisions across the IT organization.
• Ensure funded initiatives and active work are aligned to declared strategic priorities and defined value outcomes, and surface misalignment for leadership action.
• Establish and enforce constraints on funding, capacity, and sequencing to prevent strategic dilution and delivery thrash.
• Implement value realization discipline, including upfront value hypotheses, in-flight inspection, and post-delivery review for material IT initiatives.
• Maintain a CIO-level view of initiative coherence, overload, drift, and value erosion across the IT initiative landscape.
• Serve as the CIO’s control plane for execution governance, ensuring leadership attention is applied to systemic issues rather than recurring operational noise.
• Own the governance model for PMO, VMO, and IT Financial Management, ensuring these functions operate as a coherent system rather than parallel reporting lanes.
• Hold PMO, VMO, and IT Finance leaders accountable for producing decision-quality inputs that support prioritization and tradeoff decisions, not just reporting.
• Integrate financial, delivery, and vendor performance data to improve prioritization quality and investment tradeoff decisions.
• Ensure organizational change impact and adoption requirements are explicitly accounted for in initiative approval, funding, sequencing, and value realization governance.
• Lead IT integration governance for acquisitions, ensuring integration priorities, funding, sequencing, and execution risks are explicitly managed.
• Ensure acquisition integration work adheres to the same strategy alignment, constraint discipline, and value r