Director of Project Management Office (PMO)

Sitetracker is a software company seeking a Director of Project Management Office to lead its global PMO and scale the Solution Delivery operating model. The role will establish portfolio governance, delivery methodology, financial controls, global capacity planning, and change management practices across regions while improving project predictability, profitability, and scalability.

Responsibilities:

• Own governance across a portfolio of concurrent SaaS implementation projects, maintaining clear visibility into project health, risk, and delivery outcomes
• Build and operate meaningful project gates with defined entry and exit criteria that determine whether projects are truly ready to progress
• Establish a consistent review cadence for Yellow and Red projects that drives intervention, accountability, and measurable improvements in outcomes
• Use governance to challenge project reporting and surface delivery risk early enough for the organization to act. You will have executive sponsorship to change how project health is reported and reviewed
• Scale portfolio governance as project volume grows while maintaining delivery quality, accountability, and consistency
• Manage professional services financials across a portfolio, including earned value, margin, revenue forecasting, and utilization
• Apply earned value in practice to understand project performance and identify financial risk before it impacts results
• Forecast services revenue from project backlog and maintain reliable financial visibility at the individual project record level
• Use project-level financial data to actively steer portfolio decisions rather than simply reporting results after the fact
• Diagnose and defend margin variances while translating financial performance into clear actions for delivery leadership
• Design and implement a standardized delivery methodology spanning lifecycle phases, readiness gates, project classifications, and project planning
• Build repeatable project plan templates that account for different offerings and levels of implementation complexity
• Establish close-out reporting that captures lessons learned and feeds insights back into Product, scoping, and future delivery
• Roll out a delivery methodology across multiple regions and create the structure needed for consistent global adoption
• Turn documented methodology into an operating model teams actually use, measuring adoption and improving the framework as the organization scales
• Lead capacity planning and staffing across a global services organization with both onshore and offshore delivery resources
• Establish utilization targets and staffing rules using system data to make informed resource allocation decisions
• Balance capacity across AMER, EMEA, APAC, and offshore delivery teams while protecting project quality and customer outcomes
• Build scalable resource management practices that increase effective use of offshore delivery capabilities as project volume grows
• Govern non-billable work and resource allocations to improve utilization, capacity visibility, and overall services efficiency
• Lead operating model changes across Project Management, Delivery Management, and regional teams without relying on direct reporting authority
• Navigate resistance to new governance processes while building alignment around the business outcomes behind the change
• Influence stakeholders through data, credibility, and a clear understanding of delivery and financial tradeoffs
• Build methods that can be taught and adopted across regions rather than remaining dependent on individual expertise
• Drive lasting behavioral change that increases PM ownership of scope, risk, customer conversations, and project business outcomes
• Build a clear baseline of the global delivery portfolio, including current governance practices, project data quality, financial visibility, utilization, capacity, and the most significant delivery risks
• Define the future-state delivery framework, including lifecycle phases, project classifications, readiness gates, ownership, and escalation expectations across AMER, EMEA, and India
• Establish working relationships with Project Managers, Delivery Managers, regional leadership, Finance, Product, and Operations while identifying the highest-priority changes needed to improve predictability and margin
• Roll out the core delivery governance framework, including meaningful readiness assessments, Yellow/Red Project Get to Green reviews, project-level financial governance, and stronger Salesforce and PSA data standards
• Establish repeatable project plans and governance expectations across Sitetracker's core offerings while beginning to measure adoption and address gaps across regions
• Implement global capacity and staffing practices that improve visibility into utilization, non-billable work, and resource allocation across US and offshore teams
• Establish a globally adopted Solution Delivery framework that provides consistent lifecycle governance, readiness criteria, project classification, planning, and close-out practices across regions
• Deliver trusted portfolio-level visibility into earned value, margin, revenue forecast, project health, capacity, and utilization, enabling leadership to make earlier and better-informed decisions
• Improve the scalability of the global delivery model by increasing utilization of the India Delivery Center and bringing US utilization within sustainable capacity while maintaining delivery quality

Requirements:

• Own governance across a portfolio of concurrent SaaS implementation projects, maintaining clear visibility into project health, risk, and delivery outcomes
• Build and operate meaningful project gates with defined entry and exit criteria that determine whether projects are truly ready to progress
• Establish a consistent review cadence for Yellow and Red projects that drives intervention, accountability, and measurable improvements in outcomes
• Use governance to challenge project reporting and surface delivery risk early enough for the organization to act
• Scale portfolio governance as project volume grows while maintaining delivery quality, accountability, and consistency
• Manage professional services financials across a portfolio, including earned value, margin, revenue forecasting, and utilization
• Apply earned value in practice to understand project performance and identify financial risk before it impacts results
• Forecast services revenue from project backlog and maintain reliable financial visibility at the individual project record level
• Use project-level financial data to actively steer portfolio decisions rather than simply reporting results after the fact
• Diagnose and defend margin variances while translating financial performance into clear actions for delivery leadership
• Design and implement a standardized delivery methodology spanning lifecycle phases, readiness gates, project classifications, and project planning
• Build repeatable project plan templates that account for different offerings and levels of implementation complexity
• Establish close-out reporting that captures lessons learned and feeds insights back into Product, scoping, and future delivery
• Roll out a delivery methodology across multiple regions and create the structure needed for consistent global adoption
• Turn documented methodology into an operating model teams actually use, measuring adoption and improving the framework as the organization scales
• Lead capacity planning and staffing across a global services organization with both onshore and offshore delivery resources
• Establish utilization targets and staffing rules using system data to make informed resource allocation decisions
• Balance capacity across AMER, EMEA, APAC, and offshore delivery teams while protecting project quality and customer outcomes
• Build scalable resource management practices that increase effective use of offshore delivery capabilities as project volume grows
• Govern non-billable work and resource allocations to improve utilization, capacity visibility, and overall services efficiency
• Lead operating model changes across Project Management, Delivery Management, and regional teams without relying on direct reporting authority
• Navigate resistance to new governance processes while building alignment around the business outcomes behind the change
• Influence stakeholders through data, credibility, and a clear understanding of delivery and financial tradeoffs
• Build methods that can be taught and adopted across regions rather than remaining dependent on individual expertise
• Drive lasting behavioral change that increases PM ownership of scope, risk, customer conversations, and project business outcomes