Director, Business Support Services

QTS Data Centers•Atlanta, GA

About The Position

Director of Product & Portfolio Management Why This Role Exists We are standing up a modern Product and Portfolio organization to bring clear ownership, objective prioritization, investment transparency, and measurable outcomes to Technology. Today, technology delivery is powered by strong teams and platforms, but without a single, integrated system for: Translating business strategy into product investments Objectively prioritizing work across value streams Managing demand and capacity transparently Tracking outcomes and realized value Enabling effective organizational change The Director of Product & Portfolio Management role exists to build and operate this system. This leader will stand up the Product organization, establish enterprise IT intake and prioritization, build an IT Finance and value management capability, and launch a centralized Organizational Change Management (OCM) function — creating the connective tissue between strategy, investment, execution, and outcomes. This is a builder-first leadership role with direct accountability for portfolio health, value realization, and the effectiveness of the product operating model. How We Think About Product & Portfolio Leadership We view product and portfolio management as an end-to-end value system, not a set of disconnected processes. Product teams own outcomes within defined capability and value areas Value streams drive business priorities and economic decisions Portfolio leadership provides the frameworks, guardrails, transparency, and operating rhythm that enable objective, outcome-driven investment The Director owns the system of prioritization, investment management, and value realization — and is accountable for ensuring it produces clarity, alignment, and measurable results. Role Mandate The Director of Product & Portfolio Management is accountable for: Building and leading the Product organization Establishing enterprise IT intake, demand management, and prioritization processes Creating an IT Finance and value management function to drive investment transparency and ROI Launching and scaling Organizational Change Management as a core delivery capability Ensuring outcomes and realized value are clearly defined, tracked, and communicated While investment decisions ultimately sit within business-aligned value streams, this role owns the frameworks, data, cadence, and governance that make those decisions objective, timely, and outcome-focused. What You’ll Lead & Build Product Organization Stand up and scale a team of Product Leads aligned to key capability and value areas Establish clear product ownership, decision rights, and operating rhythms Coach and develop senior individual contributors into strong outcome owners Embed modern product practices that connect strategy to execution and learning Enterprise Intake, Prioritization & Portfolio Management Design and operate a unified IT intake and demand management system Build objective prioritization frameworks aligned to business outcomes and investment value Create transparency into capacity, sequencing, dependencies, and tradeoffs Establish portfolio-level reporting that connects work to outcomes and realized value IT Finance & Investment Value Management Build a dedicated IT Finance capability focused on: CapEx vs OpEx strategy Investment tracking Forecasting and variance management Outcome-based ROI measurement Partner closely with Finance to ensure technology investments are governed effectively and transparently Enable dynamic investment decisions grounded in data and value realization Organizational Change Management (OCM) Stand up a centralized OCM function embedded across major initiatives Define change strategy, adoption measurement, communications, and enablement standards Ensure technology investments translate into real behavior change and business impact Integrate change management into product and portfolio delivery from inception Leadership, Governance & Collaboration Serve as a senior partner to Engineering, Architecture, Finance, and Business leaders Facilitate objective, outcome-driven portfolio governance and investment conversations Align stakeholders around priorities, tradeoffs, and value realization Create a culture of transparency, accountability, and continuous improvement What Success Looks Like Clear product ownership and accountability across technology A transparent, objective portfolio prioritization and investment process Strong alignment between business strategy and technology execution Measurable outcomes and realized value tied to investments Reduced reactive demand and improved delivery focus Effective organizational change driving real adoption and impact

Requirements

12+ years of experience across product management, portfolio management, transformation leadership, or related disciplines
Proven experience building and scaling new functions or operating models
Strong background in product organizations, portfolio governance, or large-scale transformation
Experience designing prioritization frameworks, investment governance, and value realization models
Demonstrated ability to lead cross-functional teams and influence senior stakeholders
Strong analytical, financial, and strategic thinking capabilities
Excellent communication skills across executive and technical audiences
Relationships – Build valuable relationships with people, facts and context. Unlock the power of people to overcome challenges to achieve more.
Creativity – Apply integrated thinking to produce unprecedented value. Combine new facts and deeper understanding people’s purpose and concerns to generate a surplus of ideas.
Collaboration – Develop aggressive yet realistic plans. Work collaboratively to make the best decision on allocation of time, resources and talent.
Accountability – Get the job done. Be clear on who is going to do what and when.
Learning – Lead in a developmental environment. Turn learning into action. Embrace change and appreciate others.
Transformational leader with the heart of serving others.

Nice To Haves

Experience standing up IT Finance or technology investment management functions
Background in Organizational Change Management or enterprise transformation
Experience transitioning organizations from project-centric to product-centric delivery
Familiarity with outcome-based funding models and value stream alignment

Responsibilities

Building and leading the Product organization
Establishing enterprise IT intake, demand management, and prioritization processes
Creating an IT Finance and value management function to drive investment transparency and ROI
Launching and scaling Organizational Change Management as a core delivery capability
Ensuring outcomes and realized value are clearly defined, tracked, and communicated
Stand up and scale a team of Product Leads aligned to key capability and value areas
Establish clear product ownership, decision rights, and operating rhythms
Coach and develop senior individual contributors into strong outcome owners
Embed modern product practices that connect strategy to execution and learning
Design and operate a unified IT intake and demand management system
Build objective prioritization frameworks aligned to business outcomes and investment value
Create transparency into capacity, sequencing, dependencies, and tradeoffs
Establish portfolio-level reporting that connects work to outcomes and realized value
Build a dedicated IT Finance capability focused on: CapEx vs OpEx strategy Investment tracking Forecasting and variance management Outcome-based ROI measurement
Partner closely with Finance to ensure technology investments are governed effectively and transparently
Enable dynamic investment decisions grounded in data and value realization
Stand up a centralized OCM function embedded across major initiatives
Define change strategy, adoption measurement, communications, and enablement standards
Ensure technology investments translate into real behavior change and business impact
Integrate change management into product and portfolio delivery from inception
Serve as a senior partner to Engineering, Architecture, Finance, and Business leaders
Facilitate objective, outcome-driven portfolio governance and investment conversations
Align stakeholders around priorities, tradeoffs, and value realization
Create a culture of transparency, accountability, and continuous improvement