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.