PMO Segment Leader, Program Management

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The PMO Segment Leader owns execution of approved program commitments within an assigned business segment. The role leads Program Managers, manages segment execution performance, ensures launch readiness, resolves execution barriers, and provides informed segment inputs into portfolio, capacity, business planning, and governance discussions.

Lead execution of approved programs within the assigned segment. Directly manage Program Managers and establish expectations for execution rigor, accountability, risk management, and escalation. Balance Program Manager workload and capacity within the segment. Ensure delivery against approved scope, schedule, cost, quality, risk, and launch commitments. Translate governance, portfolio, and leadership decisions into actionable segment execution plans. Strategic Responsibilities Provide segment execution feasibility, capacity, risk, timing, and resource inputs to support portfolio planning. Develop segment roadmap recommendations, execution sequencing options, and recovery plans when constraints or risks emerge. Recommend segment resource tradeoffs and execution priorities within approved portfolio direction. Support AOP/LRP planning with realistic segment execution assumptions, risks, and timing considerations. Develop PM capability, readiness, succession, and growth within the assigned segment. Decision Authority Approves segment execution plans, PM workload balancing, program recovery actions, and segment escalation priorities within approved portfolio direction. Escalates unresolved delivery, resource, governance, customer commitment, and launch readiness risks through defined PMO channels. Consulted on portfolio prioritization, roadmap timing, capacity alignment, and cross-segment tradeoffs. Does not independently own PMO operating model, governance standards, or cross-segment portfolio decisions. Scope Assigned business segment or portfolio area. Direct leadership of assigned Program Managers. Execution performance, launch readiness, risk management, and resource planning within the segment. Cross-functional influence across Engineering, Product, Manufacturing, Supply Chain, Quality, Finance, and business stakeholders. Key Interfaces PMO Leader for portfolio direction, escalation alignment, governance expectations, and resource tradeoff discussions. PMO Operations & Capability Leader for reporting, governance process, dashboards, data quality, and planning support. Lead / Principal Program Managers for critical programs, dependency management, and portfolio-slice visibility. Functional leaders for technical delivery, resource constraints, readiness, and issue resolution. Business leaders for segment priorities, customer commitments, timing, and execution risks. Success Measures Segment Delivery: Approved portfolio commitments are delivered predictably within the segment. PM Leadership: Program Managers have clear priorities, balanced workload, coaching, and development support. Launch Readiness: Programs are prepared for launch with risks, dependencies, and readiness requirements actively managed. Risk Management: Segment execution risks are identified, mitigated, and escalated before