Head of Enterprise PMO

Position: Head of Enterprise Change PMO
* Help us insure it.
* Tokio Marine HCC is a leading global specialty insurance group, backed by the strength and stability of the Tokio Marine Group. With more than 50 years of sustained growth and profitability, and offices across the United States, the United Kingdom, Europe, and other international locations, we offer more than 100 classes of specialty insurance—covering everything from the crops that feed us and the concerts that entertain us to rescuing travelers abroad.

Guided by our
* Mind Over Risk
* philosophy, we empower clients to pursue opportunities with confidence while fostering a culture rooted in innovation, collaboration, and trust.
** Always Advancing**, we embrace an entrepreneurial spirit; as
** Experts in Tomorrow**, we anticipate what’s next; and by
** Reaching Out**, we build genuine connections that enable our people and our business to thrive.
** Role Overview
** Establish and lead an integrated Change, Program Management Office (PMO), Investment Governance, and Portfolio Management function across our group of insurance companies. Accountable for ensuring that all material changes to how the organization operates are transparent, evaluated, governed, and executed to deliver measurable business value. Ensure that major initiatives operate as disciplined programs or projects with clear strategic objectives, defined return on investment (ROI) and cost benefit analysis, transparent funding and approval pathways (including escalation to CEO level when required), coordinated execution across group and subsidiary entities, and data driven performance measurement.

Institutionalize best in class project, portfolio, and investment management practices to optimize the deployment of capital, resources, and organizational change capacity. By providing enterprise wide visibility, prioritization, and governance, the function will ensure that investments are aligned to strategy and deliver tangible outcomes.
** Key Responsibilities
*** Enterprise Change Leadership
* Establish a consistent enterprise-wide change governance model.
* Ensure all significant business and technology changes are structured as formal programs/projects and anticipated impact to insurance value chain is clear.
* Drive disciplined scoping, prioritization, sequencing, and interdependency management across group and subsidiary initiatives.
* Oversee change capacity management to prevent overload and ensure strategic alignment.
* PMO & Portfolio Management
* Build and lead a centralized Group PMO function.
* Implement standardized methodologies, tools, templates, and reporting.
* Manage a consolidated enterprise portfolio spanning business and technology initiatives.
* Coordinate execution across subcompanies to optimize shared capabilities and avoid duplication.
* Provide transparent executive-level reporting on delivery health, risks, dependencies, and value realization.
* Investment Governance & Capital Allocation
* Require ROI and Cost-Benefit Analysis (CBA) for all material initiatives.
* Ensure investment cases are financially sound and aligned with strategic objectives.
* Create approval frameworks up to CEO and Board level as appropriate.
* Track realized benefits against original investment theses.
* Data-Driven Decision Framework
* Institutionalize quantitative performance management across the group, including:
* Efficiency per line of business
* Productivity per underwriter
* Productivity per claims adjuster
* Throughput, cycle times, loss ratios, and service levels
* Cost & KPI Alignment
* Transparent understanding of cost-to-operate by function and business unit
* Clear linkage between initiative cost and expected KPI improvement
* Measurement of cost per transaction, cost per policy, cost per claim
* Post-implementation value tracking against financial and operational targets
* Drive a culture where executive decisions are based on measurable outcomes.
* Execution Oversight & Value Realization
* Monitor initiative execution quality and adherence to scope, schedule, and budget.
* Ensure cross-program coordination and conflict resolution.
* Hold initiative sponsors accountable for benefits realization.
* Establish portfolio-level…