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Senior Manager, Transformation Program Management Office (PMO)

Shearer's Foods
Massillon, USA
Full-time
Senior · 8+ years experience
Onsite
USD 167900-21600000 yearly / year
Discovered 2 weeks ago

Full Job Posting

Portfolio Governance and Cadence

Own the end-to-end governance architecture for the transformation portfolio: intake, stage gates, prioritization criteria, decision rights and escalation paths.

Operate a single front door for all transformation ideas. Ensure opportunity areas originating from consultants, functions, the AI workstream or M&A activity enter the same intake and are prioritized against the existing portfolio — no parallel paths and no competing roadmaps.

Run the program operating rhythm: weekly execution huddles, monthly enterprise working sessions, quarterly strategy and team health resets, and the annual charter refresh.

Maintain the master risk, issue, dependency and decision registers. Drive items to closure with a named owner and a date rather than logging them.

Prepare and chair the mechanics of the Transformation SteerCo — agenda, pre-reads, decision papers and follow-through on commitments made.

Benefits Tracking and Scorecard Integrity

  • Build and maintain the enterprise transformation scorecard covering every workstream, ensuring each initiative has a baseline, a quantified target, a timeline and live actuals.
  • Partner with the Finance Lead to validate claimed benefits, reconcile initiative savings to the P&L and the FY27 OPC, and distinguish forecast from realized impact in all reporting.
  • Establish the data foundation each initiative requires, working with IT and functional owners so that scheduled-versus-actual performance is measurable and accountability is evidence-based.
  • Track in-year FY27 EBITDA delivery against the approximately $5–10M target and the $45–57M high-confidence full-potential case, flagging variance early with a recovery plan.
  • Enforce reporting standards — initiatives described as measurable business outcomes with baseline, target, timing and impact, not as activity.

Deployment Sequencing and Bandwidth Management

Own the master deployment calendar across the plant network and the commercial organization, sequencing Phase I and Phase II work so design is complete before deployment.

Maintain a live view of initiative load by site and by function. Enforce the bandwidth constraint that no plant carries more concurrent initiatives than its leadership team and frontline supervisors can absorb.

Coordinate handover from program to line ownership at the close of hypercare, and track sustainment so KPIs hold for at least 90 days after handover.

Partner with workstream leads on resource plans, dedication percentages and backfill requirements, escalating gaps where committed dedication is not being honored.

Executive, SteerCo and Board Reporting

Produce the executive reporting package — one integrated view of progress, benefits, risk and dependencies — for the SteerCo, the ELT and the Board.

Translate detailed workstream data into a clear executive narrative, surfacing the small number of decisions leadership must actually make.

Provide the Program Lead and sponsors with early, unvarnished visibility into initiatives that are off track, including where the constraint is leadership attention rather than plan quality.

PMO Standards, Capability and Partner Coordination

Define and embed program management standards, templates, charter formats and tooling used by every workstream and initiative owner.

Coach workstream leads and initiative owners in disciplined program management, raising the capability of the organization to run change so the PMO is progressively less needed as a control function.

Coordinate the intake and integration of external partner deliverables into the program backlog, working through the Chief Strategy Officer who owns the firm relationships, so that consultant output converts into owned, tracked initiatives.

Partner with the People & Talent workstream on change, communication and adoption reporting, ensuring adoption is measured alongside financial delivery.

Required

Bachelor's degree in Business, Engineering, Supply Chain, Finance or a related field.

8+ years of progressive experience in program or project management, transformation delivery, operations leadership, strategy or management consulting.

Demonstrated ownership of a multi-workstream, enterprise-scale program with quantified financial targets and executive-level reporting.

Proven experience building benefits tracking and scorecard systems, including validation of savings with a finance function.

Experience operating in a multi-site manufacturing or CPG environment, with credibility on a plant floor as well as in a boardroom.

Advanced capability in program management and analytics tooling, with strong executive communication and presentation skills.

Must be able and willing to travel of up to 40% during active deployment waves

Preferred

Master's degree or MBA; PMP, Lean Six Sigma or equivalent certification.

Prior experience within or alongside a top-tier consulting engagement, and comfort translating external recommendations into internally owned work.

Exposure to TPM or operator-led operating models, commercial capability building, or M&A integration program management.

Food manufacturing experience and familiarity with ERP and shop-floor data environments.

We are an equal opportunity employer, and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity or expression, pregnancy, age, national origin, disability status, genetic information, protected veteran status, or any other characteristic protected by law .

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