Head Program Management Office

About the Role

The Head of PMO will reinvent the traditional Project Management Office into a Strategic Enablement Engine — one that governs through foresight, not hindsight. This leader will bring balance: the discipline of the “Hard PM” and the empathy of the “Servant Leader PM.” The mission is to ensure every initiative delivers value, not just reports progress — combining predictive insight, financial transparency, and capability development into one cohesive operating rhythm.

Responsibilities

• Governance, Escalation Management, Process & Tools

• Establish as peer to customer representative responsible for respective programmes/deliveries
• Establish a unified internal governance framework that replaces retrospective reporting with predictive control.
• Create early-warning systems and escalation protocols that trigger intervention before slippage occurs.
• Streamline templates, stage gates, and dashboards — focus on insight, not bureaucracy.
• Maintain a “single source of truth” for program status, decisions, and dependencies across delivery programs
• Embed digital tools and AI-enabled analytics to modernize the PMO’s operating cadence.

• Financial Management & Reporting

• Integrate financial governance into the PMO’s core — linking delivery performance to revenue, margin, utilization, and cost outcomes.
• Partner with Finance to ensure rolling forecasts, project P&L visibility, and variance analysis are forward-looking, not post-mortem.
• Drive budget discipline, performance tracking, and scenario modeling to support executive decisions.
• Provide leadership with insightful executive packs — concise, data-driven, and judgment-rich.

• Resource Demand Management & Capacity Planning

• Build and manage a global resource visibility model across all programs.
• Forecast demand and supply dynamics across hubs (India, LATAM, EMEA, APAC), ensuring capacity aligns with pipeline and commitments.
• Lead the governance of hiring plans, bench optimization, and redeployment strategies.
• Use analytics to anticipate demand peaks, skill gaps, and utilization risks before they impact delivery.

• Training & Certification

• Define the PMO competency framework — balancing “Hard PM” rigor (planning, control, risk) with “Servant Leader” attributes (coaching, empathy, collaboration).
• Establish structured certification, mentorship, and continuous learning programs aligned with Infinite and customer delivery standards.
• Cultivate a community of practice that celebrates outcome-based delivery, not process compliance.

Cross-Functional Responsibilities

• Serve as the conscience of execution — challenging assumptions, exposing blind spots, and calling “BS” when necessary.
• Partner with Delivery, Sales, HR, and Finance leaders to align programs, people, and performance.
• Facilitate executive cadences — turning data into decisions, not dashboards into comfort.
• Drive continuous improvement and simplification across all PMO functions.

Qualifications

• 10+ years in program governance, delivery assurance, or transformation leadership — ideally across Telecom, Digital, or IT services.
• Demonstrated success managing global PMO or portfolio functions.
• Deep understanding of financial metrics, delivery economics, and organizational design.
• Proven ability to lead both “Hard PMs” (command & control) and “Servant Leader PMs” (collaborative, empathetic) — matching style to context.
• Respected for integrity, foresight, and courage to challenge consensus.

Required Skills

• Predictive, action-oriented governance rhythm institutionalized across all programs.
• Balanced PMO talent model with both Hard and Servant Leader archetypes deployed contextually.
• Executive reporting that shapes decisions — not just reflects them.
• Resource and financial transparency driving measurable delivery efficiency.
• PMO recognized as a strategic engine of enablement, not an administrative layer.