Director, IT Portfolio Management

Intapp•Charlotte, NC

About The Position

The Director, IT Portfolio Management owns the strategy and operating discipline behind the IT roadmap, including how IT funds, sequences, resources, and measures work. The role leads portfolio and program management, the IT operating model, vendor management, and capacity governance. Its first major deliverable is the annual planning cycle, including defining intake and prioritization processes, quarterly executive engagement, and holding the IT organization accountable to the approved plan. The Director partners with the CIO, FP&A, and functional leaders; leads technical program managers; and ensures the right work is funded, delivered, and measured. The position also owns investment planning standards, resource governance, QBR cadence, vendor management and renewals, decision rights across IT and business teams, delivery governance, benefits realization, and portfolio reporting.

Requirements

Experience in strategy and operations, portfolio management, PMO, or program delivery within B2B SaaS or professional services technology.
Experience leading program or project managers through performance management and capacity allocation.
Direct ownership of an annual technology investment planning cycle, including scenario modeling and budget partnership with finance.
Experience owning IT vendor management and renewals, and an IT operating model covering intake, quarterly operating reviews, and resource governance.
A track record of building intake, scoring, and stage-gate governance adopted by the business.
Fluency in business case and benefits calculations, including ROI, payback, hard versus soft savings, and baselines.
Executive communication skills, including the ability to say no with data.
Hands-on comfort with portfolio tooling such as Jira, Asana, or a dedicated PPM tool, and AI tools for analysis and reporting.

Responsibilities

Run the annual IT investment plan with FP&A, aligned to the budget calendar, using a single intake and prioritization process.
Present funded, partially funded, and unfunded scenarios with explicit trade-offs, then implement a rolling quarterly refresh after the first planning cycle.
Own the IT operating model, including investment planning standards, resource governance, QBR cadence, vendor management and renewals, and the IT RACI defining decision rights.
Reconcile IT capacity with demand.
Lead the TPM team, assign TPMs to initiatives, and maintain a sizing model that distinguishes committed from requested work, includes a buffer for unplanned work, and tracks estimates against actuals.
Standardize delivery governance with a shared status template, source of truth, and formal scope change control.
Run project kickoff standards, release readiness, and cross-IT dependency and risk management.
Track benefits realization by requiring a benefit type, baseline, and named business owner for every proposal, and conduct post-implementation reviews at 30, 60, and 90 days.
Publish an automated portfolio dashboard that reports delivery status and benefits independently.
Report time-to-benefit and variance to the business case directly to the CIO.