Director Portfolio Management Office (PMO)

Description:

Director Portfolio Management Office - Stevenage

Salary - £145k up to £155k
Bonus - up to equivalent of three months salary
Car allowance - £720 per month
Based in Stevenage - some home working tooSector experience:

Experience in infrastructure, utilities, engineering, construction or another federated and operationally complex sector
Experience supporting technology operating model transformation or enterprise-wide change1. Your role as Director Portfolio Management Office
The part you'll play in transforming infrastructure services.
Strong governance coordinated execution and clear ownership are essential to turning strategy into measurable outcomes.
As Director of Portfolio Management Office, you'll lead the governance, coordination and delivery discipline that enables Group IT to execute its strategy. You'll provide an enterprise-wide view of technology change, direct priority strategic projects and coordinate the function's integrated delivery and execution plans. By connecting strategy, investment, capacity, dependencies, risks and benefits, you'll help leaders make timely decisions and ensure commitments translate into practical, controlled delivery.

2. What we'll need you to deliver
The tasks and responsibilities you'll take on.
You'll lead the Portfolio Management Office, establishing proportionate governance and a consistent operating rhythm across Group IT.
As a Leader, you'll set clear direction, build a high-performing and inclusive team, and create an environment where people can thrive. You'll role model people manager expectations, develop future leadership capability and promote accountability, collaboration and continuous improvement across the PMO and the wider technology function.
From time to time, we may ask you to take on other duties appropriate to the role and level. We expect all work to follow company policies, procedures and relevant standards.

3. How you'll support the IT Function
Further specific tasks and responsibilities you'll take on as part of the IT Function
Strategy Execution & Functional Coordination
You will:

Translate Group IT strategy and leadership priorities into an integrated functional delivery and execution plan
Coordinate plans across technology towers and enabling teams, creating clear ownership, milestones, outcomes and decision points
Establish the planning and review cadence for the function, connecting strategic objectives, operational commitments and change activity
Support the CTO and wider Technology leadership team with structured planning, executive briefings, performance insight and follow-through of agreed actions
Maintain a consolidated view of progress against functional commitments and drive corrective action where required
Enable effective coordination across Group functions, divisions, suppliers and delivery partnersPortfolio Governance, Investment, Capacity & Financial Control

Define, maintain and evolve governance frameworks, policies, standards and decision rights that support strategic technology objectives
Lead portfolio prioritisation, investment planning and capacity planning, balancing value, affordability, resources, risk and delivery confidence - to create a single enterprise-wide view of technology demand, projects, programmes and product change
Embed robust business case governance, cost tracking, change control, reforecasting and benefits realisation disciplines
Align portfolio commitments with financial controls, workforce plans, architecture, cyber, commercial and operational requirements
Maintain oversight of portfolio spend, forecasts, variances, financial risks and benefits
Provide decision-quality insight on portfolio health, delivery performance, constraints and trade-offsStrategic Projects & Enterprise Delivery:

Sponsor or direct priority strategic projects and cross-functional initiatives on behalf of the CTO and Technology leadership team
Establish clear delivery structures, accountabilities, plans and controls for high-value, complex or business-critical assignments
Drive successful mobilisation, execution and transition into business-as-usual, ensuring intended outcomes are sustained
Remove organisational blockers, accelerate decisions and bring together senior stakeholders to enable delivery
Balance long-term strategic intent with pragmatic actions that deliver near-term value
Provide hands-on leadership when critical initiatives require recovery, additional control or renewed alignmentPMO Leadership & Continuous Improvement Strategy Execution & Delivery Leadership

Experience translating strategy into integrated execution plans, measurable outcome/coordinated delivery
Track record of leading complex, cross-functional programmes or recovering high-risk strategic initiatives
Ability to combine strategic perspective with hands-on intervention and delivery discipline
Executive Stakeholder LeadershipPeople, Partners & Performance

Experience building and leading high-performing multidisciplinary teams
Experience managing internal teams, professional services, and delivery partners against clear outcomes
Ability to establish meaningful performance measures and use insight to drive action and improvementMethods, Tools & Qualifications

Practical experience of portfolio and project management tooling and executive reporting
Working knowledge of Agile, product-aligned and traditional delivery methods, and when each is appropriate
Degree-level education or equivalent relevant experience
Professional qualification such as APM, MSP, PRINCE2, MoP or equivalent

Please note you will receive an automated response advising you that we have received your CV.

Morgan Philips Group is a global talent solutions business that disrupts conventional thinking in executive search, recruitment and talent consulting. We operate in over 18 markets in Europe, North & South America, Asia, and the Middle East & Africa. We understand that the future is digital and social, so we embrace the latest technology, including video ads and CVs, as well as social recruiting. Our innovative services are tailored to the new world of work yet we do not lose sight of the fact that employees be they existing and potential are ultimately human beings.

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