Director of Project Management (PMO)

GHS Federal Credit Union•City of Binghamton, NY

19h•Onsite

About The Position

As the Director of Project Management Office (PMO) and under the direction of the Chief Executive Officer, you are responsible for building, leading, and scaling GHS FCU's enterprise project management function. This is not a maintenance role. It is a builder role. The person who succeeds here will build something worth running — and will have the opportunity to lead it at scale. The Director will establish the PMO from the ground up, create the frameworks and culture needed to manage an ambitious strategic agenda, and serve as the connective tissue between the organization's vision and its execution. GHS FCU is in an active growth phase, expanding membership, pursuing technology transformation, and evaluating strategic partnerships. The Director of PMO will be the person who makes sure that ambition lands. Reporting directly to the CEO, this leader will work alongside the executive team to turn strategy into sequenced, resourced, and executed plans. This role requires equal parts strategic thinker, systems builder, and people leader. The right candidate has led or built a PMO before and thrives when speed, shifting priorities, and high organizational stakes demand both structure and adaptability.

Requirements

Bachelor's degree in Business, Project Management, Information Technology, or a related field.
5 or more years of progressive project management experience, including at least 2 years in a PMO leadership or management role.
Demonstrated experience building or significantly scaling a PMO function within a growing organization.
PMP certification (Project Management Professional) or equivalent credential required or demonstrated ability to obtain within 6 months of hire.
Proven track record managing complex, cross-functional strategic initiatives with enterprise-level impact.
Exceptional communication skills, including the ability to present to a board, lead a project kickoff, and write a status report with equal clarity.
High proficiency with project management tools and portfolio dashboards, including platforms such as Smartsheet, ClickUp, or similar.
Strong financial acumen, including budget management, resource forecasting, and return-on-investment tracking.

Nice To Haves

Experience in financial services, credit unions, or regulated industries.
Background in organizational change management; Prosci or CCMP certification a plus.
Familiarity with core banking systems, digital transformation projects, or fintech partnerships.
Experience supporting board-level strategic planning or reporting.
Advanced degree (MBA or MPA) preferred but not required when experience is demonstrated.

Responsibilities

Design and implement GHS FCU's enterprise PMO from concept to operating model, including governance structures, methodology standards, and portfolio reporting frameworks.
Develop and maintain the organizational project portfolio roadmap, aligning initiatives to strategic pillars and multi-year growth targets.
Establish a PMO maturity model and chart a clear progression path from current state to future-state capabilities.
Advise the CEO and executive team on resource allocation, sequencing, and risk trade-offs across the project portfolio.
Champion a culture of disciplined execution, making it easier to execute well than to cut corners.
Oversee the full lifecycle of concurrent strategic initiatives, from scoping and chartering through delivery and post-launch review.
Develop and manage a centralized project portfolio that provides real-time visibility into status, risk, resource load, and return on investment.
Facilitate project prioritization decisions with the executive team and Board-level strategic planning committee.
Establish intake processes for new project requests, ensuring proper scoping, sponsorship, and resourcing before work begins.
Drive consistent use of project management tools and hold team members accountable to documentation standards.
Lead change management strategy for major transformation initiatives, including technology migrations, process redesigns, and organizational shifts.
Develop communication plans, stakeholder engagement strategies, and adoption roadmaps for each major change initiative.
Partner with department leaders to assess change readiness and address resistance proactively.
Establish feedback loops that capture implementation learnings and translate them into process improvements.
Build internal capability for change management so that it becomes embedded in how GHS FCU operates.
Lead without direct authority across departments, building trusted relationships and creating shared accountability for project outcomes.
Partner with IT, Finance, Operations, Lending, and Member Experience leaders to integrate project work into departmental roadmaps.
Facilitate executive-level project steering sessions and drive decisions that remove blockers and sustain momentum.
Serve as the primary point of contact for strategic vendor and partner engagements where project coordination is critical.
Represent the PMO and project portfolio in board reporting and strategic planning sessions.
Build and mentor a PMO team commensurate with organizational growth needs, starting lean and scaling with intent.
Define roles, responsibilities, and career paths within the PMO function.
Establish project coordinator or analyst capability to support concurrent initiative tracking.
Create training and onboarding resources that enable project sponsors and managers across the organization to apply PMO standards effectively.
Model the behaviors that the broader organization needs to emulate: rigor, clarity, and consistent follow-through.
Design and deliver a portfolio-level reporting cadence that gives the CEO and board clear line-of-sight into initiative health, milestone progress, and risk exposure.
Track and communicate KPIs tied to PMO effectiveness: on-time delivery rates, budget adherence, resource utilization, and strategic alignment scores.
Conduct regular project retrospectives and convert findings into standing process improvements.
Maintain a project registry and institutional knowledge base that survives staff transitions.
Escalate risks and decisions to the appropriate level with enough lead time to act.