Project Manager IV

Kimberly Clark•Atlanta, GA

2d•Onsite

About The Position

Our Mission and Opportunity Client has entered a transformational era of new technology and innovation. As we grow, the scale and speed in how we leverage data-driven insights will be paramount to our competitive advantage. At the center of any great IT organization is an operational strategy that drives sustainable growth with speed, certainty, and security — and we are investing in the data and tech-led capabilities to get us there. Following the Day 1 transition, company will operate independent data and analytics platforms — yet from the first quarter of joint operations, leadership needs one trusted, comparable view of sales, spend, supply, finance, and performance across both companies. This initiative delivers that view. It stands up a governed interim data architecture for secure cross-company data sharing, harmonizes master data and hierarchies across two enterprises, proves the pattern with two production pilots (a combined daily sales report and an enterprise KPI scorecard), and delivers Wave 1 — roughly ten Priority 1 and five Priority 2 reports spanning Commercial, FP&A, Supply Chain, Procurement, Capital, and Executive Leadership across NA, LATAM, APAC, and EMEA. Wave 1 is targeted for the first half of 2027, and the business is running its leadership cadences on it. Role Overview This is a delivery-ownership and program-control role, not a passive coordination or status-reporting role. The Sr. IT Project Manager is accountable for maintaining the integrated plan, running the operating cadence, driving action completion, managing risks and dependencies, producing clear documentation, and escalating issues before they affect committed milestones. The Sr. IT Project Manager owns the Interim Data Architecture and Wave 1 Reporting project end to end: the integrated plan, the critical path, a dozen cross-functional dependencies, and the decisions on KPI definitions and hierarchy mappings that determine whether the reports land on time and mean the same thing to both companies. The hardest part of this project is not moving data — it is getting two organizations to agree on what a metric means, how a hierarchy rolls up, and who has final say. You will drive that. You will partner daily with the Business Product Manager (the single accountable business voice for scope and acceptance), data architecture and engineering leads, security and compliance, vendor delivery teams, and regional business leads, and you will present regularly to IT leadership and executive sponsors. The successful candidate must be able to operate independently with limited day-to-day direction. This person will establish and run the workstream operating cadence, require timely updates from workstream owners, follow up on overdue actions, facilitate resolution of cross-functional blockers, and escalate missed commitments with a recommended path forward. The role reports to the Senior Program Manager, Technology IMO/PMO, and is a contract engagement of approximately 9–10 months with strong potential for extension into Wave 2.

Requirements

10 years of IT project management, including 4 years leading data platform, BI, or analytics programs in a large global enterprise.
Hands-on delivery experience on an M&A integration, carve-out, or separation. You understand Day 1 hard dependencies, TSA-era constraints, and how decisions actually get made when two companies share a table.
Demonstrated delivery of large, multi-team, multi-region technology projects to a fixed, business-committed date — with examples of how you recovered when the plan broke.
Working command of modern data architecture — cloud lakehouse platforms (Snowflake and/or Databricks), BI tooling, data pipelines, master data management, and data governance — deep enough to challenge an engineer's estimate and be right.
Direct experience harmonizing master data and hierarchies (product, customer, vendor, material) across systems or companies, including the business negotiation that comes with it.
Working familiarity with SOX (ideally GxP) control environments and security/IAM review gates, and experience building compliance evidence into the delivery plan rather than bolting it on.
Comfortable presenting to VP and C-level sponsors, taking a hard question, and running a decision meeting with regional leads who disagree — and driving it to closure in the room.
Demonstrated ability to independently run a complex program operating cadence, manage competing priorities, drive action completion across teams without direct authority, maintain highly organized records, and escalate missed commitments appropriately. Must be known for strong follow-through, attention to detail, and producing clear, executive-ready documents.
Expert in Microsoft Project or equivalent, Excel, PowerPoint, and common collaboration and document-management tools such as Microsoft Teams and SharePoint. Comfortable in Smartsheet or Jira. Able to build clear, professional status reports, executive scorecards, action trackers, decision logs, and program dashboards.

Nice To Haves

CPG or manufacturing background.
Familiarity with daily sales, market share, secondary sales, eCommerce POS, spend analytics, supply chain finance, and capital planning reporting.
Prior work inside an IMO/PMO or SPMO structure with capital governance and business-case review processes.
SAP ECC/S/4 exposure from an analytics-consumer perspective.
Thrives in ambiguity and shifting priorities in a fast-paced, global, matrixed environment. Brings structure without waiting for direction, creates practical operating rhythms, follows through persistently with stakeholders, and gives leaders early visibility into risks, missed commitments, and decisions required.

Responsibilities

Own the end-to-end plan from mobilization through Wave 1 release — infrastructure, network, security, and IAM pre-requisites; data platform and architecture enablement; master data cross-mapping; pilot execution; and report delivery. Baseline it in the first 30 days and hold the team to it.
Establish and track entry and exit criteria for each report migration. Coordinate data validation, reconciliation, technical testing, business UAT, defect resolution, business acceptance, deployment readiness, cutover, hypercare, and transition to ongoing support. Maintain a report-level readiness view that clearly shows what is on track, at risk, blocked, or ready for release.
Own the critical path from the Day 1 hard dependency through build start and every report release. Know at all times what is on it, what threatens it, and what you are doing about it.
Drive and unblock dependencies across Cloud Infrastructure, Network, Enterprise Platform, DevOps, Cyber, Legal, and Compliance (SOX/GxP). Track ERP (ECC/S/4) interdependencies that can force pipeline rework and get ahead of them.
Run the KPI definition and hierarchy-mapping decision process so that the same label carries the same rules, inclusions, units, and calculation timing in both companies. Resolve the 4-4-5 vs. Gregorian calendar and close/forecast rhythm mismatches report by report. Force decisions; do not wait for consensus to arrive.
Defend the P1/P2 boundary. Route every new request to Wave 2 through change control and make the trade-off visible to sponsors.
Direct day-to-day delivery across vendor teams and internal SMEs from both companies. Maintain a clear action tracker with one accountable owner and due date for every action. Secure updates, follow up on missed commitments, identify resource and capacity gaps early, and escalate unresolved items before they become schedule slips.
Own the integrated RAID, action, dependency, assumption, and decision logs. Ensure each item has a clear owner, target date, impact, mitigation or resolution path, and escalation status. Review open items routinely, drive closure, and escalate early with a recommendation and clear decision required.
Establish and maintain the weekly workstream status cadence and monthly executive reporting process. Produce accurate, concise, decision-oriented status materials covering milestone progress, critical-path health, accomplishments, upcoming work, risks, issues, dependencies, decisions needed, overdue actions, resource concerns, and recovery plans. Ensure materials are distributed on time and require minimal revision from leadership. Operate within IT governance and change-control standards.
Create and maintain the core program documentation, including the integrated plan, milestone baseline, action tracker, dependency map, RAID log, decision log, change log, meeting agendas, meeting records, executive briefings, and report readiness dashboard. Convert complex discussions into clear decisions, actions, owners, and dates. Maintain a reliable single source of truth with consistent version control and easy access for stakeholders.
Baseline the integrated plan, confirm scope and milestones, establish the weekly status and action-management cadence, validate workstream ownership, create the initial RAID and dependency views, identify critical-path threats, and recommend immediate recovery actions for any areas already at risk.