Manager, CLM Program Delivery and Business Process

This role is an experienced, hands-on program and process manager responsible for leading the end-to-end delivery of assigned workstreams and complex initiatives within the enterprise Crew Lifecycle Transformation. It carries three connected mandates. First, it owns day-to-day workstream delivery — translating the Sr. Manager’s priorities into robust plans, milestones, dependencies, risks, decisions, governance, and completed outcomes; anticipating delivery threats; and driving cross-functional contributors to resolution. Second, it leads detailed process analysis and design within assigned crew lifecycle areas — facilitating workshops, mapping current-to-target state, documenting differences between brand practices, and developing practical recommendations, controls, procedures, and implementation requirements that support one common crew lifecycle operating model. Third, it independently develops high-quality executive and stakeholder communication artifacts — turning complex and sometimes incomplete program, process, operational, financial, and data inputs into clear PowerPoint storylines, decision pages, recommendations, and visually compelling materials tailored to senior leaders, brand stakeholders, and working teams. The role is expected to shape the narrative, challenge and reconcile inputs, maintain factual accuracy and consistency, and respond quickly to senior feedback rather than simply format content provided by others. The role is a trusted program delivery partner across the operating units, Technology, Data & Analytics, Finance, HR, and the CLM-Manila and CLM-Mumbai hubs. It operates with substantial day-to-day autonomy within the program direction, priorities, and escalation framework set by the Sr. Manager, using sound judgment to resolve complex delivery issues and elevate material trade-offs with evidence and recommendations. The role leads working forums, presents workstream status and findings as appropriate, manages readiness and implementation activities, and ensures commitments are converted into measurable deliverables. This is a standing role: through mobilization it leads workstream delivery, process analysis, and executive communication hands-on, and as the transformation matures it shifts toward performance management, governance support, and continuous improvement of assigned process areas. The role has no direct reports but leads matrix teams through influence and may provide day-to-day direction and quality review to program coordination resources. Essential Functions: Own end-to-end delivery of assigned Crew Lifecycle Transformation workstreams and complex initiatives — develop and maintain integrated workstream plans, milestones, dependencies, RAID, decisions, resource needs, and acceptance criteria; establish delivery cadence; anticipate slippage; drive contributors to commitments; and provide accurate, timely inputs to the integrated program plan and governance. Develop recovery actions and escalate changes affecting scope, gates, baseline dates, or other workstreams. Lead detailed process analysis and solution design within assigned areas of multi-brand crew operations — plan and facilitate workshops, gather and validate evidence and requirements, map current-to-target state, diagnose root causes, reconcile brand differences, and develop process maps, RACIs, controls, procedures, options, and recommendations. Apply approved enterprise design principles and escalate policy, standard, and exception decisions. Develop and deliver executive and stakeholder presentations for assigned workstreams — independently own the full PowerPoint development lifecycle for executive reviews, Steering Group and enterprise-gate discussions, brand sessions, and major stakeholder forums; define the storyline and key messages; synthesize complex program, process, operational, financial, and data inputs into concise executive summaries, decision pages, roadmaps, status views, charts, and