Head of Portfolio and Value Management

Janney•Philadelphia, PA

About The Position

Janney is hiring a Head of Portfolio and Value Management to help facilitate the execution of technology strategy through intake operations, demand and capacity modeling, Portfolio Investment Council secretariat, instrumentation and reporting, dependency and risk management, and benefit realization.

Requirements

8+ years in technology portfolio management, PMO leadership, program management, or a comparable capacity/demand management discipline, including experience operating in or building toward a product-funded (vs. project-funded) delivery model.
Demonstrated skill in lean business case construction, benefit measurement, and capacity/financial modeling — able to model supply against demand and make a funding tradeoff legible to executives in a single view.
Experience running or supporting an investment governance forum (portfolio council, investment committee, or equivalent) — preparing decision packages and tracking execution, not simply taking minutes.
Comfort operating without command authority: this role prepares decisions, surfaces risk, and holds a service level, but does not approve funding, arbitrate conflicts, or direct delivery teams. Candidates who need formal authority to be effective will find the role's design constraints frustrating.
Working fluency with delivery and flow metrics (cycle time, throughput, change failure rate, deployment frequency, or equivalent) and a track record of instrumenting them from delivery tooling rather than collecting them manually.
Strong executive communication skills — able to write and present decision-ready material to a CIO, business unit leaders, and Finance.
Experience managing a small, senior analyst team, with a bias toward developing them into future product ownership or delivery leadership roles rather than growing the function's headcount.

Nice To Haves

Experience in a regulated financial services or wealth management environment, with familiarity with the operational, supervisory, and audit-evidence demands that come with it.
Prior experience standing up or operating within a scaled agile / lean portfolio framework (e.g., SAFe Lean Portfolio Management, or an equivalent internally developed model).
Familiarity with data contracts, data product concepts, or working across a technology / data-office boundary where accountability is split by domain rather than by layer.
Experience partnering with enterprise architecture and UX research at the point of intake, rather than after solution shape is fixed.

Responsibilities

Own and continuously improve the intake process from initial demand submission through gate qualification, holding the published intake service level.
Maintain the portfolio backlog and demand record as the single source of truth for what has been submitted, qualified, funded, and completed.
Track the value confirmation gate to closure for every funded initiative — measuring leading indicators against the lean case target and reporting realized benefit with Finance, and ensuring capacity is formally released or written off rather than left ambiguously allocated.
Maintain the consolidated, standing view of committed and available capacity across technology and data office allocations, refreshed ahead of each quarterly allocation cycle.
Model the unallocated quarterly reserve (targeted at 15–20% of capacity) and make visible what reallocating funded capacity would displace, at what cost, and against which commitment.
Support the annual envelope-by-value-stream discussion with Finance and the quarterly allocation decisions of the Portfolio Investment Council with capacity-grounded scenarios.
Act as secretariat to the quarterly Portfolio Investment Council (G1, G2, and G4 funding and continuation decisions) and the monthly Portfolio Checkpoint (flow, outcome, and dependency review) — preparing decision packages, recording decisions, and tracking execution.
Serve as the senior counterpart to enterprise architecture, UX research, and the data office at intake, ensuring demand is shaped against real architectural, experience, and data constraints before it is funded.
Maintain the cross-initiative dependency map, including data contract dependencies with the Chief Data Officer's organization, and surface conflicts early enough that they can be resolved rather than discovered mid-build.
Ensure unresolved conflicts carry an owner and a decision date; escalate anything that has neither at the next checkpoint.
Own the automated, delivery-system-sourced metric set covering flow, delivery, security, and portfolio health, and its standing publication — manual collection from teams is a signal the instrumentation needs fixing, not a substitute for it.
Provide the CIO and business stakeholders with a reliable, real-time view of portfolio health, risk, and value realization without generating a parallel reporting burden on delivery teams.
Give business and product stakeholders a predictable, transparent view of where their demand sits, what it is waiting on, and why — replacing informal escalation with a legible process.
Partner with digital product management, enterprise architecture, delivery leadership, information security, risk and compliance, and the data office as the connective layer across a federated operating model, without absorbing their decision rights.