Director, Business Support Services

Director of Product & Portfolio Management Why This Role Exists

We are standing up a modern Product and Portfolio organization to bring clear ownership, objective prioritization, investment transparency, and measurable outcomes to Technology.

Today, technology delivery is powered by strong teams and platforms, but without a single, integrated system for:

• Translating business strategy into product investments
• Objectively prioritizing work across value streams
• Managing demand and capacity transparently
• Tracking outcomes and realized value
• Enabling effective organizational change

The Director of Product & Portfolio Management role exists to build and operate this system.

This leader will stand up the Product organization, establish enterprise IT intake and prioritization, build an IT Finance and value management capability, and launch a centralized Organizational Change Management (OCM) function — creating the connective tissue between strategy, investment, execution, and outcomes.

This is a builder-first leadership role with direct accountability for portfolio health, value realization, and the effectiveness of the product operating model.

We view product and portfolio management as an end-to-end value system, not a set of disconnected processes.

• Product teams own outcomes within defined capability and value areas
• Value streams drive business priorities and economic decisions
• Portfolio leadership provides the frameworks, guardrails, transparency, and operating rhythm that enable objective, outcome-driven investment

The Director owns the system of prioritization, investment management, and value realization — and is accountable for ensuring it produces clarity, alignment, and measurable results.

The Director of Product & Portfolio Management is accountable for:

• Building and leading the Product organization
• Establishing enterprise IT intake, demand management, and prioritization processes
• Creating an IT Finance and value management function to drive investment transparency and ROI
• Launching and scaling Organizational Change Management as a core delivery capability
• Ensuring outcomes and realized value are clearly defined, tracked, and communicated

While investment decisions ultimately sit within business-aligned value streams, this role owns the frameworks, data, cadence, and governance that make those decisions objective, timely, and outcome-focused.

• Stand up and scale a team of Product Leads aligned to key capability and value areas
• Establish clear product ownership, decision rights, and operating rhythms
• Coach and develop senior individual contributors into strong outcome owners
• Embed modern product practices that connect strategy to execution and learning

• Design and operate a unified IT intake and demand management system
• Build objective prioritization frameworks aligned to business outcomes and investment value
• Create transparency into capacity, sequencing, dependencies, and tradeoffs
• Establish portfolio-level reporting that connects work to outcomes and realized value

• Build a dedicated IT Finance capability focused on:
  • Cap Ex vs OpEx strategy
  • Investment tracking
  • Forecasting and variance management
  • Outcome-based ROI measurement
• Partner closely with Finance to ensure technology investments are governed effectively and transparently
• Enable dynamic investment decisions grounded in data and value realization

• Stand up a centralized OCM function embedded across major initiatives
• Define change strategy, adoption measurement, communications, and enablement standards
• Ensure technology investments translate into real behavior change and business impact
• Integrate change management into product and portfolio delivery from inception

• Serve as a senior partner to Engineering, Architecture, Finance, and Business leaders
• Facilitate objective, outcome-driven portfolio governance and investment conversations
• Align stakeholders around priorities, tradeoffs, and value realization
• C…