Manager of PMO, FISPAN

• 10+ years in program/project management, including at least 4–5 years directly owning a PMO function — not just operating within one
• Proven track record transforming or meaningfully rebuilding a PMO's operating model, ideally through a high-growth or high-volume delivery period
• Experience designing or operating tiered or portfolio-based resourcing models — knowing how to scale delivery governance without scaling headcount 1:1 with volume
• Direct experience with revenue recognition, delivery economics, or portfolio-value modeling — comfortable owning numbers Finance and leadership will scrutinize
• Demonstrated people leadership across multiple levels (Senior PM through PM), with a track record of building deliberate succession depth, not just filling seats
• Strong cross-functional stakeholder management — able to operate at the intersection of Product, Engineering, Finance, and partner-facing teams without needing to own any of them
• Comfortable being hands-on in a build/rebuild phase — this is not a role for someone who wants to inherit an already-mature, steady-state function
• Excellent executive communication skills; able to present portfolio recommendations and trade-offs directly to leadership

Desirable

• FISPAN is seeking a Manager, PMO to lead our Project Management Office through its next phase of growth. This is a leadership role responsible for building a PMO operating model that scales with the business — strong portfolio governance, a well-developed team, and delivery practices that keep pace as FISPAN's partner base and project volume grow
• Why this role matters: the PMO sits at the intersection of every major bank delivery initiative FISPAN runs. Get the operating model right, and the rest of the business scales with confidence. If you've owned, managed, and meaningfully transformed a PMO function before — not just run a stable one — this role is for you
• Own portfolio governance for FISPAN's bank-delivery portfolio — establishing intake, prioritization, and resource-allocation practices that scale delivery capacity independently of raw project-volume growth
• Lead and develop a multi-tiered PM organization, aligning project complexity to the right level of ownership and maintaining clear escalation and decision-rights frameworks across the team
• Own financial governance for the PMO portfolio — revenue forecasting, benefits realization tracking, and the KPIs that give leadership a credible, forward-looking view of delivery and revenue performance
• Partner with Finance on revenue governance and delivery reporting practices that scale as the business grows
• Establish the PMO as a center of excellence — converting delivery experience into repeatable playbooks, reusable service offerings, and delivery-intelligence capabilities that outlast any single project
• Build deliberate succession planning and career development across the PM organization, closing single points of failure before they become critical
• Define and protect the PMO's role boundaries across Product, Engineering, Finance, and Partner-facing functions — providing delivery governance and assurance without encroaching on solution design, product ownership, commercial authority, or account management
• Act as a change management partner for major operating-model transitions, ensuring new practices are adopted sustainably across the organization rather than imposed top-down