Portfolio Mgmt Dir - ServiceNow Portfolio Management

Overview At PNC, our people are our greatest differentiator and competitive advantage in the markets we serve. We are all united in delivering the best experience for our customers. We work together each day to foster an inclusive workplace culture where all of our employees feel respected, valued and have an opportunity to contribute to the company’s success. As a Portfolio Mgmt Director within PNC's Technology organization, you will be based in Pittsburgh PA, Strongsville OH, Phoenix AZ, Farmers Branch TX or Lakewood CO. PNC will not provide sponsorship for employment visas or participate in STEM OPT for this position. PNC runs one of the larger ServiceNow estates in financial services and has just completed its first phase of moving from an overly customized legacy instance to a new Out-of-the-Box Instance focusing on automation, scalability and resiliency. This role is accountable for what the ServiceNow platform works on next. It leads the ServiceNow Product Owner organization, owns the front door for all new demand, and holds prioritization across product lines so that trade-offs between competing business areas are settled in one place rather than escalated. It is a leadership role with real platform fluency: you will not be configuring the instance, but you will be expected to know the platform well enough to challenge an estimate, size a demand honestly, and tell a stakeholder what their request actually costs. What You'll Own • The Product Owner organization: Line management of the ServiceNow Product Owners. Hiring, performance, coaching and the standard of the craft. You are accountable for a PO bench that owns outcomes rather than administering backlogs. • The demand front door: Own Demand Management in the platform end to end - a single published intake for every business area, a triage service level everyone can see and routing of every accepted demand to a named product line. • Demand qualification and the assessment model: Define how a demand is scored - business outcome, platform fit, effort, risk, control impact and make the model consistent enough that two different requesters get the same answer. Run demand-to-epic conversion with the Product Owners so accepted demand lands in a roadmap rather than a queue. • The portfolio roadmap: A single ranked view across all product lines, refreshed on a published cadence, with commit and stretch called for each increment. Executives should be able to see what is being built, what is waiting, and what was traded away to make room. • Cross-product prioritization: Resolve competition between Product Owners for the same architects, quality engineers and release windows. This is the reason the role exists: without it, every trade escalates to the Transformation Director and the operating model stalls. • PI planning and increment governance: Own the planning event end-to-end – the preparation, the ranked input, facilitation, the committed objectives, and the dependency map that comes out of it. Hold the commitment through the increment and report against it honestly. • Demand governance forums: Chair the Demand Board. Represent the portfolio at the Design Authority and the executive steering committee. Bring options with costs, not requests for direction. • The stakeholder relationship layer: Be the recognized platform contact for CIO-org leaders, process owners and business sponsors. Stakeholders should hear about a change in sequence from you before they discover it themselves. What You Won't Own This program defines roles by what sits outside them as well as what sits inside. Four boundaries hold this one in place: • Solution design and platform architecture. You state the outcome and the priority; the Platform Architect states the route and its cost. • Instance health, release promotion and technical governance. Those belong to the Platform Owner and the Release Manager. • Story detail and sprint content. Business Analysts write the