Program Mgr

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The Program Manager, Product Engineering is accountable for the delivery outcome of a large, complex program within the GTO Product Engineering PMO. This role partners closely with Product Engineering leadership to drive the successful delivery of prioritized initiatives across key platforms, including web, mobile, reservation systems, CRM, data warehouse, and marketing technology. This is an execution-facing leadership role: drive predictable delivery across workstreams, clear the roadblocks others cannot, and push the program across the finish line rather than report on it. Programs are frequently delivered across multiple brands, including Norwegian Cruise Line, Oceania Cruises, and Regent Seven Seas Cruises. Reporting to the Director of the Product Engineering PMO, this senior individual contributor leads project managers and workstream leads through influence rather than direct reporting authority and sets the delivery standard the program is held to. The role operates within the frameworks established by the GTO Center of Excellence, including the L-gate lifecycle, capital planning and approval process, and Portfolio Operations Review cadence, and is personally accountable for the accuracy and candor of the program's position as represented to executive audiences.

RESPONSIBILITIES •    Lead and manage programs supporting Product Engineering initiatives across multiple technology domains, owning the delivery outcome end to end across constituent projects and workstreams. Accountability is for the result, not the status trail. •    Partner with Product Engineering leadership on planning, prioritization, and execution of product roadmaps and enhancements, and build and maintain the integrated program plan across workstreams through the GTO L-gate lifecycle. •    When a workstream slips or a cross-team dependency is blocked, engage the accountable owner directly and secure a firm commitment in conversation, then use writing to document the agreement rather than to request it. •    Interrogate the status reported by workstreams, engineering teams, and vendors: understand the program's technical footprint, test estimates and buffers, and dig into dependencies, environments, and infrastructure until any blocker can be explained without relying on someone else's summary. •    Act on risks, scope shifts, and newly discovered dependencies the day they surface rather than deferring to the next governance forum. •    Close every program forum with a documented action matrix of owner, deliverable, and due date, and follow up ahead of each due date to surface friction early. •    Own program financials end to end, including business case linkage, capital and operating expense forecasting, actuals, variance analysis, and reforecast with Finance; prepare and defend funding and change requests through the capital approval process, and own benefits realization through stabilization. •    Manage software vendors and systems integrators at the program level, including statement of work management, deliverable acceptance, change orders, performance management, and escalation. •    Actively manage