Sr. Lead - Technical PGMO (GCMO)

The GM – Business & Technology 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 of the GCM Office into executable programs and measurable outcomes.

Position Title

Reports To

GM – Business Program Manager

VP (GCMO PMO)

Responsibilities

Key Performance Indicators (KPIs)

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.

• 90% on-time delivery of project milestones
• Maintain project budget variance within ±10%
• 100% efficacy of strategic programs through governance

Program Management & Delivery Oversight

• Manage day-to-day execution of GCMO-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.

• Reduction in project risk exposure and escalation, effective mitigation for zero recurrence of similar risks
• Drive 100% adoption of GCMO PMO governance model across selected programs
• 100% reliable RCA and CAPA

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.

• 90% implementation of Success Criteria defined in Project Charter
• 100% adherence to review schedules
• Adapting the PMO management practices as per the gaps discovered and GMR context

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 GCM Office.
• Coordinate review schedules, workshop logistics, and stakeholder briefings in collaboration with the broader PMO team.

• Reduction in project risk exposure and escalation, effective mitigation for zero recurrence of similar risks
• Proactively involve and raise flag to stakeholders
• Enable 100% participation of key stakeholders in PMO reviews and cadence

Responsibilities

Key Performance Indicators (KPIs)

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

• Effective training of young PMO team to ensure 100% efficacy in delivery of PMO concepts
• 100% delivery to the upskilling roadmap of PMO team

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

• Achieve 95% adoption rate
• 100% documentation of learnings of change management for institutional memory

• External Vendors related to project

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

• 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

• 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.
• Drive 100% “pull based” need for GCMO PMO concept
• 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
• Escalation Avoidance Rate - % of issues resolved at PMO level without CXO escalation
• Team Development & Retention - % of PMO team members with development plans, internal promotions, and retention rate.
• 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.

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

• 10-15 years of experience in strategic advisory or business consulting, with at least 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