Sr. Lead - Technical PGMO (GCMO)

JOB PURPOSE

The AGM / GM – Business program Manager supports the execution of strategic initiatives and functional transformation programs by applying structured project and program management frameworks. This role is responsible for coordinating cross-functional teams, monitoring delivery milestones, ensuring risk mitigation, and enabling decision-making through accurate reporting and analytics. It plays a vital role in translating the strategic vision into executable programs and measurable outcomes.

ORGANISATION CHART

This Position will have dual reporting to Executive Director - South and Chief Innovation Officer - Airports and dotted line/functionally to Vice President GCMO - PGMO

KEY ACCOUNTABILITIES

Program Governance & Strategy Execution
•Implement a structured program governance framework to ensure alignment with the organization’s strategic priorities.
•Enforce standardized project management methodologies, ensuring consistency across all group initiatives.
•Monitor and report on program performance, risks, and dependencies, ensuring timely interventions where required.
•Develop and maintain executive dashboards and reports, providing leadership with data-driven insights for decision-making.

Program Management & Delivery Oversight
•Manage day-to-day execution of Strategic-led programs, tracking deliverables, milestones, and dependencies.
•Coordinate with internal teams, technology partners, and external stakeholders to ensure timely and quality outcomes.
•Support agile project planning, sprint reviews, and retrospectives for programs requiring iterative execution.
•Identify execution risks and support issue resolution by engaging relevant stakeholders for timely interventions.

Process Standardization & Continuous Improvement
•Implement standard tools, templates, and PMO practices across all initiatives.
•Document key learnings and incorporate them into future planning cycles and process refinement.
•Contribute to the continuous improvement of PMO frameworks by assessing gaps and proposing enhancements.

KEY ACCOUNTABILITIES - Additional Details

Stakeholder Management & Communication
•Act as the executional point of contact for program managers, function owners, and initiative sponsors.
•Ensure accurate and timely communication between project teams, business units, and the GHB Office.
•Coordinate review schedules, workshop logistics, and stakeholder briefings in collaboration with the broader PMO team.

People Management & Capability Building
•Build and lead a high-performing PMO team with strong project and change management capabilities.
•Mentor and develop talent, ensuring succession planning and career growth.
•Foster a collaborative, results-oriented, and innovative team culture

Change Management & Organizational Readiness
•Assist in driving change enablement by coordinating internal communications, user training, and feedback loops.
•Support integration of new operating models or processes into business as usual with appropriate documentation and handholding.
•Assist in monitoring change readiness, communication rollouts, and training coordination.
•People Development Responsibilities: Include mentoring, performance reviews, and succession planning

EXTERNAL INTERACTIONS

External Vendors related to project

INTERNAL INTERACTIONS

●Group Chairman, GHB, SLT, ED Office
●Executive Assistants to Group Chairman
●Group wide Business CEOs and CXOs 
●Group wide Function level Heads and SLT Members

FINANCIAL DIMENSIONS

●Program Budget Tracking – 100% achievements 
●Driving Success Criteria’s (Benefit realization) to derive Financial and non-financial benefits – 100% achievement of Success KPIs
●Cost Optimization - Achieve 10% cost savings through process improvements, vendor negotiations; and Scope creep
●Minimum Change Requests Post Go-Live ≤ 5%
●Control Time & Cost Overrun of all projects

OTHER DIMENSIONS

●Program Volume & Complexity: Number of programs managed concurrently (e.g., 10–15), categorized by complexity (High/Medium/Low). – Direct & Indirect e.g HR Transformation, S4Hana, Website Content Standardization etc. 
●Enable 100% participation of key stakeholders in PMO reviews and cadence 
●Milestone Adherence - % of programs meeting key milestones on time (target: 90%+).
●Governance Cadence Compliance - % adherence to scheduled governance reviews, steering committees, and reporting cycles.
●Change Adoption Rate - % of employees or business units adopting new processes/systems (target: 85%+).
●Stakeholder Satisfaction - Feedback scores from CXOs, business heads, and sponsors
●Knowledge Management - Number of lessons learned, best practices documented, and reused across program
●Tool & Framework Adoption - % of programs using standardized PMO tools, templates, and methodologies.

EDUCATION QUALIFICATIONS

●Engineer (preferred)
●MBA or equivalent (must) from a premier institution
●PMP/Prince2/PMI-ACP certification (must)

RELEVANT EXPERIENCE

• 10-15 years of experience in strategic advisory or business consulting, with at least 3-5 years in a strategic PMO leadership role with exposure to Founders, Senior Leadership Teams
• Exposure to infrastructure, aviation or real estate sectors is preferred

COMPETENCIES