VP, Enterprise PMO

Learning Care Group•Novi, CA

15h

About The Position

The Vice President of Enterprise Program Management Office (EPMO) is a senior executive role responsible for establishing and sustaining the strategic delivery capability of Learning Care. Reporting directly to the Head of IT, this leader owns the full scope of the enterprise portfolio — spanning IT transformation, enterprise technology programs, business strategic initiatives, and the Growth PMO, which encompasses new school builds, acquisitions, and real estate development programs. This is not a traditional PMO coordination role. The VP of EPMO serves as a true strategic partner to the ELT and functional leaders — challenging assumptions, enforcing delivery discipline, and ensuring the organization's most important programs are properly scoped, resourced, prioritized, and executed. The EPMO under this leader should be known for rigor, accountability, and strategic influence — not just status reporting.

Requirements

15+ years of progressive program and portfolio management experience, with at least five years in a VP or senior director role leading an enterprise PMO, delivery organization, or transformation office.
Demonstrated track record of leading complex, cross-functional programs at enterprise scale — including technology transformation, business process redesign, M&A integration, and capital development programs.
Deep expertise in portfolio governance, demand management, and executive reporting — with a reputation for delivering accurate, unvarnished visibility into portfolio health.
Proven ability to build and elevate a PMO organization: establishing standards, developing talent, driving PMP certification, and shifting the team's reputation from order-takers to strategic partners.
Strong executive presence and communication skills — comfortable presenting to and challenging C-suite leaders, owning difficult conversations, and driving decisions with incomplete information.
Experience operating across both IT and business program portfolios, with credibility in both domains.
Familiarity with Agile, waterfall, and hybrid delivery methodologies; able to apply the right approach to the right program without dogma.
High integrity and directness — this leader is expected to surface bad news early, push back on unrealistic expectations, and advocate for what the business actually needs.

Nice To Haves

Experience managing Growth or capital program portfolios — including new site development, real estate programs, or acquisition integrations — strongly preferred.

Responsibilities

Own the end-to-end enterprise program portfolio — all IT transformation programs, cross-functional strategic initiatives, and business transformation efforts.
Provide the ELT and Head of IT with a clear, accurate, and unfiltered view of portfolio health, capacity, risk, and trade-offs at all times.
Partner with ELT members and functional leaders to identify, charter, and govern the organization's highest-priority strategic programs.
Ensure every major initiative has a defined scope, executive sponsor, resource plan, success criteria, and delivery accountability before work begins.
Oversee the delivery of all IT programs and projects across enterprise platforms, infrastructure, security, and digital transformation.
Enforce SDLC discipline, milestone accountability, and change management rigor across all IT delivery teams.
Manage the incoming demand pipeline against team capacity.
Make prioritization recommendations to IT and business leadership, and escalate conflicts clearly and early.
Say no — or not yet — when the portfolio is over-committed.
Design and deliver executive-level portfolio reporting that tells the truth: what is on track, what is at risk, what needs a decision, and what is behind.
Reporting should enable action, not obscure it.
Own the delivery of Learning Care's growth portfolio — new school builds, acquisitions, real estate development, and center openings.
Partner with Operations, Finance, Legal, and Real Estate to ensure growth programs are delivered on time, on budget, and ready for operations.
Lead program management for acquisition integrations — coordinating workstreams across technology, operations, HR, and finance to ensure smooth and timely post-close execution.
Oversee the program management of new school development from site approval through opening day, ensuring cross-functional alignment, milestone tracking, and risk escalation throughout the lifecycle.
Provide leadership with accurate, forward-looking visibility into the growth pipeline — current status, upcoming milestones, risks, and readiness across all active programs.
Define, implement, and continuously improve the enterprise delivery framework — including project intake, charter standards, SDLC governance, Agile/waterfall/hybrid methodology guidance, and portfolio review cadences.
Standards should be practical, not bureaucratic.
Build a team where PMP certification is the standard, not the exception.
Drive a culture of professional development, delivery discipline, and continuous learning across all EPMO team members.
Establish a certification roadmap and hold the team accountable to it.
Establish a proactive risk culture across the portfolio.
Surface risks early, escalate issues clearly, and drive mitigation without waiting to be asked.
Own the portfolio risk register and ensure it is used.
Serve as a trusted advisor to the Head of IT and ELT on portfolio status, delivery risk, and organizational capacity.
Communicate directly, confidently, and without spin — bringing solutions alongside problems.
Leads a multidisciplinary EPMO team of program leaders, project managers, and analysts across IT and Growth portfolios — setting high standards for delivery quality, professional development, and stakeholder trust.
Models the behavior expected of the team: prepared, direct, proactive, and accountable.
Does not tolerate passive status reporting or avoidance of difficult conversations.
Partners with the Head of IT, VP of Enterprise Technology, Sr. Director of Enterprise Platforms, and peer ELT members to ensure programs are properly sponsored, resourced, and governed.
Builds strong working relationships with Operations, Finance, HR, Legal, and Real Estate leadership to effectively lead cross-functional programs that span beyond IT.
Develops and mentors program managers across the team, creating clear career paths and building organizational PM capability over time.
Serves as the organizational voice for delivery discipline — advocating for proper resourcing, realistic timelines, and scope control across all programs and projects.