Head Program Management Office

About the Role The Head of PMO will reinvent the traditional Project Management Office into a Strategic Enablement Engine — one that governs through foresight, not hindsight. This leader will bring balance: the discipline of the “Hard PM” and the empathy of the “Servant Leader PM.” The mission is to ensure every initiative delivers value, not just reports progress — combining predictive insight, financial transparency, and capability development into one cohesive operating rhythm. Responsibilities Governance, Escalation Management, Process & Tools Establish as peer to customer representative responsible for respective programmes/deliveries Establish a unified internal governance framework that replaces retrospective reporting with predictive control. Create early-warning systems and escalation protocols that trigger intervention before slippage occurs. Streamline templates, stage gates, and dashboards — focus on insight, not bureaucracy. Maintain a “single source of truth” for program status, decisions, and dependencies across delivery programs Embed digital tools and AI-enabled analytics to modernize the PMO’s operating cadence. Financial Management & Reporting Integrate financial governance into the PMO’s core — linking delivery performance to revenue, margin, utilization, and cost outcomes. Partner with Finance to ensure rolling forecasts, project P&L visibility, and variance analysis are forward-looking, not post-mortem. Drive budget discipline, performance tracking, and scenario modeling to support executive decisions. Provide leadership with insightful executive packs — concise, data-driven, and judgment-rich. Resource Demand Management & Capacity Planning Build and manage a global resource visibility model across all programs. Forecast demand and supply dynamics across hubs (India, LATAM, EMEA, APAC), ensuring capacity aligns with pipeline and commitments. Lead the governance of hiring plans, bench optimization, and redeployment strategies. Use analytics to anticipate demand peaks, skill gaps, and utilization risks before they impact delivery. Training & Certification Define the PMO competency framework — balancing “Hard PM” rigor (planning, control, risk) with “Servant Leader” attributes (coaching, empathy, collaboration). Establish structured certification, mentorship, and continuous learning programs aligned with Infinite and customer delivery standards. Cultivate a community of practice that celebrates outcome-based delivery, not process compliance. Cross-Functional Responsibilities Serve as the conscience of execution — challenging assumptions, exposing blind spots, and calling “BS” when necessary. Partner with Delivery, Sales, HR, and Finance leaders to align programs, people, and performance. Facilitate executive cadences — turning data into decisions, not dashboards into comfort. Drive continuous improvement and simplification across all PMO functions. Qualifications 10+ years in program governance, delivery assurance, or transformation leadership — ideally across Telecom, Digital, or IT services. Demonstrated success managing global PMO or portfolio functions. Deep understanding of financial metrics, delivery economics, and organizational design. Proven ability to lead both “Hard PMs” (command & control) and “Servant Leader PMs” (collaborative, empathetic) — matching style to context. Respected for integrity, foresight, and courage to challenge consensus. Required Skills Predictive, action-oriented governance rhythm institutionalized across all programs. Balanced PMO talent model with both Hard and Servant Leader archetypes deployed contextually. Executive reporting that shapes decisions — not just reflects them. Resource and financial transparency driving measurable delivery efficiency. PMO recognized as a strategic engine of enablement, not an administrative layer.