Vp, PMO

Western Union•Atlanta, GA

6d•Hybrid

About The Position

The Vice President, Enterprise Portfolio Management Office (PMO) leads project and program management delivery across Western Union’s global footprint. Reporting to the SVP, Strategy & Planning, and part of the Chief Operating Officer (COO) organization, the role provides a single point of portfolio visibility, prioritization, governance, and delivery oversight for key stakeholders. It ensures resources are aligned effectively to strategic priorities, develops program, project, and portfolio management talent, and optimizes technology labor capacity allocation, intake, transparent reporting, and agile delivery frameworks. This is a leadership and orchestration role that also requires engagement with technical details affecting strategic delivery, obstacle removal, and refinement of the operating model to ensure clear prioritization. The successful candidate will have direct experience building and running a global PMO, with a combination of FTE and third-party labor, delivering a digital transformation agenda with a continuous improvement mindset. The position leads a global team of approximately 50 people, including directors, program managers, project managers, and portfolio analytics staff, with approximately eight globally dispersed direct reports. It collaborates with COO leadership to expand the talent model from technology PMO to broader enterprise support and end-to-end delivery. The role owns enterprise intake, triage, prioritization, capacity planning, portfolio visibility, governance, executive escalation, and portfolio reporting, while evolving PMO standards, tools, processes, and templates. The work arrangement is hybrid, with an expectation to work from the office at least three days a week.

Requirements

Bachelor's degree in business, finance, or equivalent experience.
10+ years of progressive experience in program management, technology delivery, transformation, or management consulting.
At least 5 years of experience in a global payments, financial services, fintech, or technology company.
At least 5 years leading a complex PMO.
Demonstrated success leading large-scale enterprise initiatives.
Exceptional attention to detail.
Working knowledge of agile delivery frameworks.
Experience managing complex portfolios and strategic investments exceeding $10M.
Proven ability to influence executive stakeholders and lead within a global matrixed organization.

Nice To Haves

MBA or advanced degree.
Experience working with third-party labor or strategic vendors.
PMP, SAFe, PMI-ACP certification, or similar.
Experience with M&A integration.

Responsibilities

Lead a global team of approximately 50 individuals, including directors, program managers, project managers, and portfolio analytics staff, with approximately eight globally dispersed direct reports.
Collaborate with COO leadership to build the talent model from technology PMO to broader enterprise support and end-to-end delivery.
Promote accountability, execution discipline, and outcome-based management.
Own intake, triage, and prioritization for initiatives across the enterprise.
Lead enterprise-wide technology labor capacity planning, balancing run-the-business, non-discretionary, and strategic discretionary demand across global business units.
Maintain a company-wide portfolio view of active initiatives, cross-functional dependencies, risks, financial position, outcomes, change requests, and other KPIs.
Align technology labor hours to the maturing prioritization framework and maintain visibility into enterprise resource utilization.
Anticipate upcoming demand and flag capacity risks before they become delivery risks.
Partner with delivery leads across business units, product, technology, and operations to translate enterprise priorities into team-level allocations with clear roles and responsibilities.
Facilitate consistent SteerCo criteria, risk parameters, and reporting for global delivery of key initiatives in a matrixed organization.
Serve as the executive escalation point when program or project managers cannot resolve delivery risks, cross-functional conflicts, or resource contention.
Remove systemic delivery obstacles, including funding gaps, unclear ownership, competing priorities, and capacity shortfalls, in partnership with COO leadership and the Executive Team.
Translate technical roadblocks in partnership with engineering and technology teams into executive-level paths forward.
Challenge roadmaps and delivery timelines professionally and effectively to help set accurate expectations.
Evolve enterprise PMO standards, tools, processes, and templates.
Partner with finance, HR, and cross-functional partners to refine reporting and achieve enterprise efficiency targets.
Produce executive- and board-level enterprise portfolio reporting on status, risk, financials, and capacity.