Sr. Manager, Enterprise Program Management

At Five Below our growth is a result of the people who embrace our purpose: We know life is way better when you are free to Let Go & Have Fun in an amazing experience, filled with unlimited possibilities, priced so low, you can always say yes to the newest, coolest stuff! Just ask any of our over 35,000 crew members who work at Five Below and they’ll tell you there’s no other place like it. It all starts with our purpose and then, The Five Below Way, which is our values and behaviors that each and every crew member believes in. It’s all about culture at Five Below, making this a place that can inspire you as much as you inspire us with big ideas, super energy, passion, and the ability to make the workplace a WOWplace!

Enterprise program leadership Lead end-to-end program management for high-priority, enterprise-wide initiatives from definition and planning through implementation, adoption, and sustained value realization. Translate enterprise strategy into integrated roadmaps, milestones, workplans, decision points, resource requirements, and measurable outcomes. Coordinate business, technology, finance, people, operations, and other functional workstreams to maintain alignment and execution momentum. Establish clear scope, objectives, roles, decision rights, success measures, and escalation paths for each program. Manage interdependencies across workstreams, functions, vendors, systems, and organizational changes. Drive timely completion of commitments while maintaining appropriate rigor around scope, schedule, budget, risk, quality, and benefits. PMO operating support and program integration Support the Senior Director in operating the PMO and preparing the information, analysis, and recommendations needed for effective enterprise decision-making. Maintain an integrated view of active programs that clearly communicates initiative health, milestones, dependencies, risks, decisions, resource needs, and expected outcomes. Coordinate information across program teams so leadership has a consistent, accurate understanding of progress and emerging concerns. Ensure decisions are documented, communicated, assigned to accountable owners, and followed through to closure. Continuously improve PMO standards, operating cadences, and reporting practices so they enable speed, transparency, and execution without creating unnecessary bureaucracy. Executive governance and communication Design and manage operating cadences for steering committees, executive reviews, core teams, workstream meetings, and other governance forums. Develop concise, decision-oriented executive materials, including status updates, pre-reads, portfolio views, risk summaries, milestone reviews, and recommendation papers. Facilitate meetings that drive decisions, resolve issues, clarify ownership, and maintain alignment across a complex stakeholder group. Serve as an objective integrator: bring forward clean recommendations and escalations while ensuring the appropriate business leader remains the decision-maker. Tailor communication for different audiences, from executive leadership to functional owners and extended project teams. Risk, dependency, and issue management Establish and maintain disciplined RAID management across enterprise programs and portfolios. Identify emerging risks, cross-functional dependencies, decision gaps, and delivery constraints before they affect critical milestones. Partner with workstream and functional leaders to develop mitigation plans, resolve issues, and escalate items at the right altitude. Monitor changes in scope, sequencing, assumptions, resources, and business context; assess impact and recommend adjustments. Create transparency around tradeoffs and ensure that risks and decisions are connected to the enterprise outcomes they may affect. Business transformation and operationalization Help teams move initiatives beyond launch by planning for adoption, process ownership, capability building,