Head Program Management Office

About the RoleThe 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.