Senior Manager, Project/Program Management (Individual Contributor) – CAI Inventory Solutions PMO

Cox Enterprises • Atlanta, GA

1d • $122,600 - $204,400 • Hybrid

About The Position

The Senior Manager, Strategic Project / Program Management is a strategic and consultative leader responsible for owning the execution of the most complex, cross-functional strategic projects and programs at Manheim. This role is a program-level integrator and trusted thought partner to executive sponsors, shaping how the PMO delivers measurable business value. The Senior Manager leverages tools and AI to elevate the strategic and consultative capabilities of the program management team, modeling adoption for the team. The Senior Manager brings executive presence, deep program management craft, and the ability to influence without authority across all levels of the organization. They are sought out by senior leaders for their judgment, not just their process rigor — and they build teams that reflect that same standard.

Requirements

• Bachelor’s degree in a related discipline and 8 years or more experience in a related field.
• The right candidate could also have a different combination, such as a master’s degree and 6 years or more experience; a Ph.D. and up to 3 years of experience; or 12 years or experience, or more, in a related field.
• 8+ years of program management experience in leading and delivering large, complex enterprise programs and projects to successful execution.
• Proven track record managing programs with significant budget and organizational complexity.
• Strong executive presence with demonstrated ability to influence senior stakeholders and navigate organizational dynamics with credibility.
• Excellent verbal and written communication skills; ability to translate complex program status into clear executive narratives.
• Strong presentation, facilitation, and interpersonal skills; comfortable leading SteerCo-level conversations and cross-functional workshops.
• Demonstrated data literacy; ability to define, track, and communicate metrics that connect delivery to business outcomes.
• Familiarity with AI productivity tools and a genuine curiosity for learning and adopting emerging technology to improve team performance.
• Proficiency with modern delivery and collaboration platforms (Smartsheet, Microsoft 365, Teams); experience with portfolio-level tools preferred.
• Fluency in Agile, hybrid, and traditional delivery methodologies; ability to apply the right approach based on program context.
• Applicants must currently be authorized to work in the United States for any employer without current or future sponsorship. No OPT, CPT, STEM/OPT or visa sponsorship now or in future.

Nice To Haves

• PMP and/or PgMP certification are a plus but not required.

Responsibilities

• Leads and manages large, complex enterprise-level programs spanning multiple teams, business units, and integration points outside normal project scope.
• Works on projects / programs that have strategic importance to the business, ensuring alignment to Manheim’s overall strategy.
• Understands the long-term strategy of the Business Units (s)he supports and works to ensure the programs and projects within the overall portfolio align to those strategies.
• Translates ambiguous strategies into actionable project plans.
• Proactively identifies when a program scope has drifted from its strategic intent and raises the conversation with executive sponsors — including recommending course corrections, pauses, or stops when warranted.
• Develops a point of view on portfolio trade-offs and brings prioritization recommendations to leadership with clear rationale — does not simply present options and wait for direction.
• Collaborates with executive stakeholders (VPs/Directors) to define program objectives, scope, deliverables, and timelines; ensures programs are tied to CAI strategic priorities.
• Ensures business cases, KPIs/OKRs, and benefits tracking models are in place and actively maintained throughout the program lifecycle.
• Develops comprehensive program plans including resource allocation, critical path, dependency management, and risk mitigation strategies.
• Establishes right-sized governance (SteerCos, risk councils, decision frameworks, escalation paths) that reduces decision latency and unblocks dependencies.
• Drives decision-making across programs; champions adoption of common metrics that link delivery outputs to financial and business outcomes.
• Owns the development and maintenance of PMO delivery frameworks, playbooks, and templates; leads structured capability-building sessions for the PM team; serves as a subject matter resource for PM craft development across the organization.
• Leads retrospectives across programs to harvest learnings.
• Initiates and leads process improvement efforts grounded in lessons learned and current program management best practices.
• Exhibits business acumen to identify gaps where activities are needed to integrate and supplement functional work streams.
• Sought out by senior leaders for independent judgment on program design, delivery approach, and organizational complexity — not just execution — before programs are formally initiated.
• Champions the responsible adoption of AI tools within the PMO; identifies, pilots, and scales AI-assisted workflows (e.g., meeting intelligence, status synthesis, risk pattern recognition, automated reporting) to reclaim team capacity for higher-value work.
• Governs AI-enabled programs with appropriate rigor; ensures teams can clearly articulate AI assumptions, data dependencies, limitations, and decision boundaries to executive stakeholders.
• Establishes team norms for responsible AI use aligned to Cox Automotive policy; serves as a role model for how to evaluate AI solutions critically rather than adopt uncritically.
• Stays current on emerging AI productivity tools relevant to program delivery; brings forward recommendations and builds the team’s AI fluency as a durable capability.
• Where AI is proposed as a program solution or enabler, applies structured evaluation to separate signal from hype and ensure viable, governed implementation approaches.
• Brings independent perspective, not just project status. Proactively challenges program scope, resource assumptions, and sequencing decisions and is willing to say what executives need to hear, not what is easiest to report.
• Connects portfolio decisions to business outcomes. Consistently links program delivery choices (prioritization, trade-offs, resourcing) to P&L impact, competitive positioning, or strategic objectives.
• Earns a seat at the table before the agenda is set. Engages senior stakeholders during planning and problem framing, not just execution, influencing decisions when they are still reversible and options are still open.
• Translates business context into delivery strategy. Goes beyond "how do we execute this?" to ask "should we execute this, and if so, how do we sequence it to maximize business value?" Serves as a strategic filter between leadership intent and ground-level execution.
• Builds trust through judgment, not just throughput. Is sought out for their read on organizational risk, stakeholder dynamics, and strategic fit, not only for delivery metrics and timeline updates.
• Partners with the Change Enablement team on high-complexity programs to co-develop stakeholder readiness assessments, resistance profiles, and adoption risk mitigation plans; ensures change milestones are integrated into the master program plan from initiation, not retrofitted at launch.
• Accountable for ensuring programs land with sustainable behavioral change, not just on-time delivery; actively tracks adoption indicators post-launch and escalates sustainment risks before they become rollback risks.
• Independently executes change management on mid-complexity programs — including stakeholder impact assessments, change impact matrices, communication plans, and sponsor alignment — without requiring Change Enablement resourcing.
• Serves as the first-line diagnostic on change readiness across their program portfolio; identifies when a program's organizational complexity, stakeholder resistance, or adoption risk has crossed the threshold requiring dedicated Change Enablement partnership — and makes that call proactively, not reactively.
• Builds and maintains strong working relationships with Change Enablement leads; understands their methodology, speaks their language, and integrates their frameworks into program delivery as standard practice rather than a parallel workstream.
• Communicates program objectives, priorities, and direction clearly and consistently to all stakeholders; calibrates message and communication style to audience, relationship, and context.
• Establishes norms for communication, interaction, coordination, and accountability across multiple threads of the organization.
• Anticipates systemic risks; conducts comprehensive risk management, designs mitigations, and negotiates trade-offs with senior leaders before issues become crises.
• Inspires cross-functional collaboration and trust; creates conditions where business outcomes are consistently prioritized above individual or departmental needs.
• Advises executive sponsors on when and how to engage the broader organization, not just what to communicate — serving as a strategic counsel on stakeholder management and change sequencing.
• Ensures regular, rigorous communication of status, issues, risks, and actions is maintained across all stakeholders at sufficient depth to sustain engagement and program success.
• Influences without authority at all levels of the organization with poise and professionalism — especially at the executive level.
• Demonstrates political acumen and tact in escalation; exercises sound judgment in how and when to surface issues.
• Actively communicates team and individual wins; ensures the work of the PM team is visible to senior leadership.
• Drives continuous improvement in PMO efficiency, delivery effectiveness, and ways of working.

Benefits

• The Company offers eligible employees the flexibility to take as much vacation with pay as they deem consistent with their duties, the company’s needs, and its obligations; seven paid holidays throughout the calendar year; and up to 160 hours of paid wellness annually for their own wellness or that of family members.
• Employees are also eligible for additional paid time off in the form of bereavement leave, time off to vote, jury duty leave, volunteer time off, military leave, and parental leave.
• health care insurance (medical, dental, vision)
• retirement planning (401(k))
• paid days off (sick leave, parental leave, flexible vacation/wellness days, and/or PTO).

What This Job Offers

• Job Type: Full-time
• Career Level: Senior