Director PMO

AMSURG•Remote,

1d•Remote

About The Position

The Director, Project Management Office (PMO) leads the enterprise Project and Program Management function and serves as the organization’s authority on delivery discipline, governance, and execution excellence. This role is accountable for driving consistent, transparent execution across projects and programs while enabling cross‑functional teams to deliver strategic and operational outcomes. The PMO Director is responsible for establishing and operating the enterprise PMO as a scalable execution engine—ensuring initiatives are properly initiated, governed, resourced, executed, tracked, and closed with accountability to scope, schedule, budget, quality, and customer satisfaction.

Requirements

Bachelor’s degree in Business, Engineering, Operations, Supply Chain, Information Systems, or related field
10+ years of progressive experience in project and program management, including leadership roles
Proven experience designing, building, and operationalizing a PMO or Program Management capability from scratch (or from an early‑stage/maturing state)
Demonstrated ability to define governance models, delivery standards, tooling, metrics, and operating rhythms where none previously existed or were inconsistently applied
Strong experience establishing execution discipline across cross‑functional, enterprise‑scale initiatives
Proven ability to influence senior leaders, drive accountability, and implement change in complex environments
Excellent written and verbal communication skills, with the ability to produce executive‑ready insights and recommendations

Nice To Haves

Experience scaling PMO or Program Management capabilities enterprise‑wide, including expanding scope, maturity, and adoption over time
Experience leading PMO or Program Management transformations in complex, regulated, or multi‑site environments
PMP, PgMP, PfMP, or equivalent certification
Demonstrated success introducing governance and execution rigor while enabling flexibility and speed

Responsibilities

Establish and lead enterprise project and program management practices to manage complex initiatives end‑to‑end, including defining standards, methodologies, tools, and governance that scale across the organization.
Provide end‑to‑end accountability for projects and programs, including initiation, scope definition, budgeting, planning, execution, tracking, reporting, commissioning, and closure, ensuring delivery against objectives, timelines, and financial commitments.
Establish and operate enterprise program management capabilities to manage complex, multi‑project initiatives by coordinating dependencies, shared milestones, and integrated plans across projects within programs, while ensuring program‑level risks, financials, benefits, and delivery health are visible and actively managed.
Apply consistent governance rigor while enabling flexibility based on initiative risk and complexity, including driving disciplined change control processes that clearly assess and communicate impacts to scope, cost, schedule, risk, and outcomes.
Lead the enterprise stage‑gate (GATE) governance process, tracking performance against defined targets and holding functional leaders and sponsors accountable for meeting commitments at each gate.
Lead and develop the Project and Program Management teams, assigning resources based on experience, availability, and initiative complexity, while defining competency levels, expectations, and career paths.
Provide project and program financial oversight, including budgeting, forecasting, resource planning, utilization tracking, and compliance, to support enterprise visibility, capacity management, and informed investment decisions.
Form and lead cross‑functional delivery teams, facilitating definition sessions, kickoffs, milestone reviews, and retrospectives, while collaborating across all departments to proactively manage dependencies, risks, and execution constraints.
Ensure clear, consistent communication and reporting by delivering executive‑ready insights on delivery health, risks, trade‑offs, and performance, and by clearly communicating changes in scope and their impact on cost and schedule.
Ensure customer and stakeholder satisfaction through disciplined delivery and formal closure, confirming outcomes are met, lessons learned are captured, and commitments are fulfilled.