Assistant Director, Enterprise Portfolio Management Group

Northwestern Mutual•Milwaukee, WI

5d•$108,160 - $186,600•Hybrid

About The Position

The Enterprise Portfolio Management Group is seeking an Assistant Director to help execute and evolve enterprise governance processes that enable senior leaders to make clear, informed decisions about the portfolio of work across Northwestern Mutual. This role will report directly to the VP, Enterprise Planning and, along with the Sr Director Business Program Manager, will be responsible for both operating the current governance routines with discipline and helping define the future-state approach for enterprise portfolio management. This is role suited for someone who is comfortable with ambiguity, brings structure to complex work, and can move between detailed process execution and strategic thought partnership. The right candidate will have strong governance, portfolio management, finance, or business operations experience; excellent written and verbal communication skills; and the executive presence to work effectively with senior leaders.

Requirements

Minimum 7 years of related experience in governance, enterprise portfolio management, finance, business operations, strategy execution, or a related field.
Bachelor’s degree in business, finance, management, or a related field preferred, or equivalent directly related work experience.
Strong process orientation with the ability to design, execute, and improve governance routines, operating cadences, reporting mechanisms, and decision forums.
Comfort operating in ambiguity, with the ability to bring structure, define the problem, clarify choices, and move work forward before every answer is known.
Demonstrated ability to synthesize complex information, identify themes and tradeoffs, and communicate implications clearly to senior leadership.
Excellent written and verbal communication skills, including the ability to create crisp, executive-ready materials and facilitate productive leadership discussions.
Strong attention to detail and follow-through, with the ability to manage multiple priorities and maintain quality in fast-moving environments.
Demonstrated ability to lead and manage large and highly complex assignments including those with enterprise-wide impact.
Team player with a high degree of personal initiative and motivation.

Nice To Haves

Adaptive Communication: Formulates strategies to be used to convey complex information about services, products, systems, or processes to targeted audiences; communicates and liaises between technical and non-technical audiences.
Analytical Thinking: Organizes and compares various aspects of a situation to comprehend and identify key or underlying complex issues through the use of quantitative data and analysis; leverages strong business acumen, problem solving, and interpersonal skills to think critically about situations from multiple perspectives and consistently seeks ways to improve processes.
Business Acumen: Applies knowledge of both general and organization-specific business issues/financial implications for the organization to problem solve.
Change Adaptability: Becomes adaptable in response to continual changes; shows an openness to new ways of working, new methods, work-in-progress improvements and changes and seamlessly navigates the changing business environment and adjusts behavior as appropriate to the situation.
Emotional Intelligence: Includes self-awareness and self-management, empathy towards stakeholders (internal and external) via active listening. Builds trusting relationships and establishes credibility with peers, mangers and stakeholders to influence optimal outcomes for employees and clients.
Process Mindset: Demonstrates ability to define processes to organize people, activities, and milestones. Understands how to separate and combine tasks into efficient work-flow; creates metrics to measure success. Identifies opportunities for synergy and integration where others can't. Simplifies complex processes and produces more out of fewer resources.
Program Governance: Establishes and manages policies, processes, and structures to guide the decision-making, roles and responsibilities, and overall direction of the program. Defines the framework to ensure the program is aligned with organizational goals and is executing in compliance with requirements.

Responsibilities

Execute enterprise governance processes: Support and help run core Enterprise Portfolio Management Group governance routines, including Enterprise Portfolio Management Committee activities, enterprise portfolio reviews, intake and prioritization, portfolio reporting, execution risk and watchpoint escalation, and Quarterly Business Review support.
Bring rigor to portfolio reporting: Review and synthesize enterprise portfolio information to surface execution risks, watchpoints, dependencies, tradeoffs, and metrics status in a way that enables timely leadership action.
Prepare senior leader materials: Develop agendas, pre-read materials, executive summaries, decision-ready updates, and meeting outcomes for senior leadership forums. Translate complex portfolio information into clear, concise written and verbal communications.
Support intake and prioritization: Help manage the intake, evaluation, prioritization, and governance of enterprise work, ensuring submissions are clear, comparable, and decision-ready.
Escalate risks and watchpoints: Identify patterns, execution risks, gaps, and points of friction across the portfolio; frame issues clearly; and support practical recommendations for escalation, mitigation, or leadership decision.
Help shape future-state governance: Partner with the VP, Enterprise Planning and Enterprise Portfolio Management Group leaders to define future enterprise portfolio management processes, including Quarterly Business Reviews, metrics and value realization, operating cadence, decision forums, and ways of working.
Connect strategy, finance, delivery, and governance: Apply business and financial acumen to help leaders understand how portfolio decisions connect to enterprise priorities, capacity, value, risk, and execution realities.
Drive clarity and organization through program management and communication across governance activities, maintaining momentum without relying on a rigid project management playbook.