Senior Program Manager, Digital Strategy

Job Purpose

Business Strategy

• Translate, architect, and operationalize ADNOC’s enterprise digital strategy into robust, actionable program roadmaps defining and validating clear value hypotheses, establishing rigorous and measurable KPIs/OKRs, and mapping complex cross-entity dependencies to guarantee seamless alignment with the Group’s enterprise blueprint, regulatory imperatives, and transformation priorities.
• Advise, influence, and secure pivotal decisions at program boards and steering committees on program scope, funding allocation, sequencing, and risk appetite delivering decision-grade options underpinned by quantified benefits, cost-benefit analyses, and risk profiles to empower informed, value-driven executive choices and strategic trade-offs.
• .Integrate, synchronize, and optimize multi-domain portfolios including Data, Cybersecurity, Cloud & Advanced Computing, Connectivity & Industrial Communications, and Applications eliminating duplication, rationalizing investments, and maximizing enterprise-wide reuse, interoperability, and synergies to accelerate value realization, drive operational excellence, and amplify ADNOC’s strategic impact.

Leadership

• Lead and coach Program/Project Managers, Product/Value Owners, and analysts; mentor UAE Nationals and build a succession bench.
• Act as deputy to the Manager/VP in program governance, presenting updates, adjudicating priorities, and securing decisions on scope, funding, and sequencing.

Budgets & Operational Plans

• Own and maintain program business cases with NPV/IRR, payback, and unit-cost impacts; align funding tranches to value milestones.
• Optimize spend via staged funding, demand shaping, right-sizing vendor scope, and leveraging shared services to lift return on digital investments.

Performance Management

• Publish executive scorecards and heatmaps tracking benefits realization, delivery predictability (lead/cycle time), decision SLA adherence, and risk posture.
• Trigger corrective and preventive actions (CAPA) to verified closure; prevent value leakage and scope drift through rapid replanning.

Organization Structure and People Development

• Standardize delivery playbooks, stage-gate criteria, and evidence capture for audit; organize communities of practice to elevate program craft.
• Define role taxonomy and development pathways for program management, benefits/value management, and PMO integration.

Innovation and Continuous Improvement

• Run design sprints and controlled pilots with exit criteria; industrialize successful patterns as reusable accelerators and platform capabilities.
• Continuously improve governance cadences (PI planning, ARB touchpoints) based on retrospectives and assurance findings.

Policies, Processes, and Procedures

• Embed policy-as-code and control-as-code gates within CI/CD, release readiness, and change control to ensure first-time-right, compliant releases.
• Maintain audit-ready evidence across procurement, vendor management, and technical standards; govern exception/waiver workflows with expiry and compensating controls.

Health, Safety, Environment (HSE), and Sustainability

• Sequence deliveries to protect safety-critical operations; validate cutover plans and rollback strategies for operating assets.
• Align programs to GreenOps targets (energy/carbon efficiency) and sustainability objectives where applicable.

Risk Management

• Maintain an integrated program risk register (delivery, regulatory, cyber/OT, vendor concentration) with quantified impacts and treatment plans.
• Coordinate with Cybersecurity, Legal/Compliance, HSE, Internal Audit, and Business Continuity for assessments, audits, and regulatory engagements.

Management Reports

• Provide monthly/quarterly reports on milestone attainment, benefits capture, risk/issue status, standards compliance, and technical debt trends.
• Table decision papers with scenario analysis, ROI, and risk sensitivity; document lessons learned and verify CAPA closure.

Internal

• Manager & VP, Group Digital Strategy & Transformation; Group Digital Executive leadership.
• Enterprise & Domain Architecture, Cybersecurity (CISO/Assurance), Data Office, Cloud & Advanced Computing, Connectivity & Industrial Comms, Applications Delivery.
• PMO/Portfolio Office, Finance, Procurement, Legal & Compliance, HSE/Operations, Risk & Internal Audit.
• Group Company CIOs/Business Directors and product/platform owners

External

• Strategic advisors/consultancies; hyperscalers and OEMs; systems integrators and delivery partners.
• External auditors/assessors; standards bodies and regulator interfaces (as required).

Minimum Qualification

• Bachelor’s degree in Engineering, Computer Science, Information Systems, or Business.
• Master’s degree/MBA (Preferred).

Minimum Experience & Knowledge & Skills

• 8 -10+ years leading complex, multi-entity digital programs with material budget authority; 5+ years in cross-functional program leadership.
• Proven delivery of enterprise-scale programs with measurable benefits; mastery of LPM/Agile at Scale, OKRs, business casing, and benefits realization.
• Strong grasp of enterprise architecture, cyber/privacy guardrails, and IT/OT regulatory environments; executive influence and decision framing.

Professional Certifications

• PgMP, MoP (Management of Portfolios), SAFe LPM/RTE, PMP/PRINCE2, ITIL 4, Prosci/Change, TOGAF (advantageous).

Technical Competencies

• Digital Program Strategy & Road mapping; Portfolio Synchronization; OKR/Benefits Management; Earned Value & Forecasting;
• Risk & Assurance Governance; Secure-by-Design/DevSecOps Guardrails; Vendor & Commercial Management; Executive Scorecards;
• Change & Adoption Engineering; Tooling (Planview/Clarity/Jira Align, MS Project, Power BI).