Vice President, Business Management Office (BMO)

Systems Planning and Analysis•Alexandria, VA

18h

About The Position

Systems Planning and Analysis, Inc. (SPA) delivers high-impact, technical solutions to complex national security issues. With over 50 years of business expertise and consistent growth, we are known for continuous innovation for our government customers, in both the US and abroad. Our exceptionally talented team is highly collaborative in spirit and practice, producing Results that Matter. Come work with the best! We offer opportunity, unique challenges, and clear-sighted commitment to the mission. SPA: Objective. Responsive. Trusted. The Vice President of the Business Management Office (BMO) is a strategic enterprise leader responsible for the integrated governance of technology demand, investment, architecture alignment, delivery performance, and the span of control over all relevant Managed Service Providers (MSPs) and internal teams within IT. This role functions as the operational “engine room” of IT - ensuring technology initiatives are intentional, prioritized, financially disciplined, and executed in alignment with enterprise strategy.

Requirements

Experience: 12+ years in senior IT leadership, with demonstrated responsibility for BMO, PMO, portfolio governance, or enterprise operations; defense or federal contracting experience strongly preferred
Demand Management Expertise: Proven success implementing structured intake models that reduced shadow IT and improved predictability
Strategic Acumen: Ability to translate business objectives into executable portfolios, financial models, and governance decisions
Systems & Tools: Familiarity with PPM, ITSM, and asset management platforms (e.g., ServiceNow, Jira, Footprints)
Leadership Presence: Comfortable setting boundaries and making data-informed trade-offs with senior stakeholders
Education & Clearance
Bachelor’s degree in a technical field is required, MBA or Masters in an advanced technical degree preferred
U.S. Citizen with the ability to obtain and maintain a security clearance

Responsibilities

Demand Management & Intake (The Front Door)
Enterprise Intake Design: Design and lead a single, enterprise-wide intake process for all technology requests, providing transparency and consistency across business units.
Qualification & Triage: Establish clear criteria to categorize demand (e.g., strategic initiatives, run-the-business, service requests, maintenance) and route work to the appropriate delivery path.
Lifecycle Governance: Oversee the demand-lifecycle from initial ideation and high-level sizing through business case development and executive approval.
Prioritization & Scoring: Implement a data-driven scoring framework that evaluates requests based on strategic alignment, ROI, risk, architectural fit, and regulatory considerations.
Capacity Alignment: Orchestrate supply-and-demand balance to ensure approved initiatives align with available funding, skills, and delivery capacity.
Consolidated Demand Management: Implement a unified demand management approach to ensure integrated entities after M&A operate cohesively and efficiently, maximizing resource utilization and strategic alignment.
Program Management Office (PMO) & Delivery Governance
PMO Capability and Scaling: Instantiate and scale the PMO function by strategically mobilizing a blend of internal staff and external contractor resources to meet organizational needs.
Delivery Framework Governance: Establish and govern delivery standards across Agile, Waterfall, and Hybrid methodologies.
Execution Oversight: Provide portfolio-level visibility into schedule, scope, cost, and risk - without displacing delivery accountability from program leaders.
Value Realization: Implement post-implementation reviews to assess whether initiatives delivered the business value defined during intake.
Technology Strategy & Portfolio Governance
Strategic Roadmap Enablement: Govern the development and maintenance of the multi-year technology roadmap, ensuring it evolves with business strategy and market conditions.
Portfolio Oversight: Lead portfolio governance forums to monitor initiative health, surface risks, and recommend investment pivots as conditions change.
Investment Transparency: Maintain enterprise-level visibility into portfolio costs, values, and risks across both CAPEX and OPEX.
Shadow IT Management: Identify, manage, and eliminate any shadow IT functions within IT and business lines wherever possible, ensuring appropriate reporting exists for IT controls effectiveness and enforcement.
Enterprise Architecture Governance
Architectural Guardrails: Ensure consistent application of enterprise architecture standards and principles across new demand.
Architecture Review Facilitation: Chair or facilitate the Architecture Review Board (ARB), ensuring decisions align with strategic, fiscal, security, and scalability constraints.
Technical Debt Stewardship: Partner with architecture and engineering leaders to plan for modernization and retirement of legacy systems.
Compliance Coordination: Collaborate with cybersecurity and other IT Services functions to ensure thorough audit reporting on compliance with both external regulations and internal policies.
Asset, Resource & Capability Management
Software Asset Management (SAM): Ensure compliance, optimization, and audit readiness for software and SaaS investments.
Hardware Asset Management (HAM): Govern lifecycle management from acquisition through decommissioning.
Capability Enablement: Partner with IT and HR leadership to ensure workforce skills and training align with the technology roadmap and delivery needs.
Budget Management & Financial Governance
Annual Budget Leadership: Lead IT budget formulation across CAPEX and OPEX in partnership with Finance and business leaders.
Financial Reporting: Conduct regular variance analysis and provide executive visibility into risks, trade-offs, and reallocation opportunities.
Spend Governance: Establish approval thresholds and policies for technology spend.
Unit Cost Optimization: Analyze service-level unit costs to reduce run-the-business spend and free capacity for strategic investment.
Capitalization Strategy: Partner with Finance and Accounting to ensure appropriate capitalization of software development costs in alignment with GAAP/IFRS and FAR requirements.