Senior Director, Project Management Office (PMO)

Telamon•Carmel, IN

4d•Hybrid

About The Position

The Senior Director, Project Management Office is responsible for the enterprise framework governing customer implementation and major cross-functional initiatives across Telamon’s Operating Companies, including Field Services, Network Services, and Device Lifecycle Services. The role serves as the single point of accountability for integrated implementation from contract signature through go-live, coordinating Sales, Operations, HR, Finance, Legal, Information Systems, Engineering, and other required functions to ensure successful launch outcomes. The Senior Director establishes and enforces enterprise project and program management policies, governance standards, stage gates, readiness criteria, risk-management requirements, and escalation protocols. The role also owns governance for strategic initiatives including new service offerings, technology implementations, acquisitions, and partner integrations, and develops the standardized tools and reporting needed to support consistent execution across Operating Companies. The role also exercises decision authority over launch readiness, corrective actions, resource prioritization, and escalation within established approval thresholds, while Operating Company and functional leaders remain accountable for execution of their assigned workstreams. The Senior Director brings sufficient technical credibility in telecom network infrastructure to challenge technical assumptions, identify program-level engineering risk, and engage effectively with Engineering and Operations leadership—not solely manage schedule and process.

Requirements

Bachelor's degree in business, engineering (electrical, telecommunications, or a related engineering discipline preferred), supply chain, or a related field, or an equivalent combination of education and work experience.
PMP (Project Management Professional) certification, active and in good standing, a plus.
PMI-ACP Certification a plus.
Minimum of 8 years of project or program management or equivalent experience, including at least 3 years managing a portfolio of concurrent projects or programs.
Demonstrated experience standing up or running a PMO function, including building governance structures, templates, and reporting.
Telecommunications infrastructure, network deployment, or field services experience preferred, ideally including direct exposure to RF, optical/fiber, outside plant (OSP), or wireline engineering disciplines.
Enterprise governance leadership: Ability to establish, implement, and enforce project and program management standards, governance requirements, stage gates, readiness criteria, and escalation protocols across multiple Operating Companies.
Decision-making and judgment: Demonstrated ability to make sound decisions regarding launch readiness, corrective action, resource prioritization, and risk escalation within delegated authority, and to recognize when issues require executive review.
Cross-functional influence: Ability to drive accountability and resolve competing priorities across Sales, Operations, Finance, HR, Legal, Information Systems, Engineering, and other functions without direct authority over all participants.
Portfolio leadership: Ability to assess and prioritize multiple concurrent programs based on business impact, customer commitments, resource capacity, technical risk, and organizational readiness.
Change leadership: Ability to implement consistent enterprise practices across business units with different operating models and manage resistance to new standards, processes, and governance requirements.
Executive communication: Ability to synthesize complex operational, financial, technical, and customer information into clear executive-level recommendations and decisions.
Financial and commercial acumen: Ability to understand implementation budgets, cost and schedule risk, scope assumptions, margin exposure, and the business implications of delivery decisions.
Organizational capability building: Ability to establish project-management competencies, role expectations, methodology, development standards, and functional leadership practices across a broad PM population.
Technical risk judgment: Keep the telecom fluency requirement, but frame it as the ability to challenge assumptions, identify dependencies, and recognize when deeper engineering validation is required, not as being the engineering approver.

Nice To Haves

PMP (Project Management Professional) certification, active and in good standing, a plus.
PMI-ACP Certification a plus.
Telecommunications infrastructure, network deployment, or field services experience preferred, ideally including direct exposure to RF, optical/fiber, outside plant (OSP), or wireline engineering disciplines.

Responsibilities

Own project implementation for new and expanding customer engagements from contract signature through go-live.
Establish program governance cadence, decision rights, and escalation paths for cross-functional initiatives that span more than one operating company.
Own strategic initiatives beyond individual customer launches, including new service offerings, technology implementations, acquisitions, and partner integrations.
Run customer and internal kickoffs, and manage timeline, risk, and issue tracking through the implementation lifecycle.
Evaluate engineering deliverables, including BOMs, site surveys, and network designs, for programs spanning Field Services and Network Services, to identify technical risk before it becomes a schedule or cost risk.
Engage directly with Network Services and Field Services engineering leadership as a technically credible peer, capable of assessing whether a proposed technical timeline and scope are realistic.
Build and maintain repeatable playbooks and implementation templates usable across all operating companies.
Maintain risk logs, decision logs, and executive status reporting for active programs.
Build customer launch scorecards and go-live readiness checklists, and hold operating companies accountable to them.
Serve as the single point of orchestration across Sales, Operations, HR, Finance, Legal, and Information Systems for customer implementations, eliminating ad hoc department-by-department coordination.
Partner with Key Account Managers, who own the customer relationship and revenue outcome, to ensure a clean handoff at steady state.
Own launch readiness and the formal transition of the account to the Key Account Manager once the customer reaches steady state.
Directly manage Implementation PMs as solid-line direct reports.
Provide dotted-line functional leadership to Program Managers and Project Managers who sit within the operating companies, setting methodology, standards, and reporting expectations without owning their solid-line supervision.
Establish a consistent project management methodology and reporting standard across the full Project Team (Implementation PMs, Program Managers, and Project Managers), applying predictive, agile, or hybrid approaches depending on the operating company and the nature of the work.
Mentor and develop project management talent across the organization, including those outside the direct reporting line.
Report program status, risk, and delivery performance directly to the VP, Supply Chain and Operations and other executive stakeholders.
Coordinate with Revenue, Field Services, Network Services, and Device Lifecycle Services leadership to support the broader operating model.