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As Director, Project Management Office, you'll own the PMO function globally and help build the delivery framework that enables Sitetracker's Solution Delivery organization to scale while making project execution more predictable, measurable, and profitable. As project volume grows and more delivery moves across AMER, EMEA, APAC, and our Delivery Center in India, you'll establish the governance, financial visibility, and operating discipline needed to scale without tying growth directly to headcount.

This is a highly visible leadership role for someone who builds the method and then gets an organization to use it. You'll work directly with the SVP of Solution Delivery, with visibility to the CCO and COO, and influence how projects are governed across the business—from readiness and scope control through earned value, margin, utilization, and close-out. You'll also have the opportunity to shape how emerging areas like Scout and AI services fit into a global delivery model built for tomorrow.

You'll build and own the global operating framework for Solution Delivery, creating consistency across regions. You'll establish lifecycle phases and meaningful readiness gates, define project classifications based on complexity, create standardized project plans across Sitetracker offerings, and build a close-out process that feeds lessons back into Product and scoping. You'll turn readiness from a form into a real assessment with clear ownership, completion criteria, mitigation plans, and accountability.

You'll bring financial rigor into project and portfolio governance by establishing earned value tracking and improving visibility into margin, revenue forecasting, utilization, and overall project health. You'll create a consistent Project Get to Green approach for Yellow and Red projects, strengthen Salesforce and PSA data quality, and give leadership a trusted view of the portfolio that allows the organization to act on risk rather than simply report it.

You'll also shape how work is staffed globally as Sitetracker expands its offshore Delivery Center capabilities. You'll establish capacity planning, staffing rules, utilization targets, and governance around non-billable work, with the goal of increasing utilization in India while bringing US teams back within sustainable capacity without sacrificing delivery quality.

Just as importantly, you'll lead the change required to make the framework stick. You'll evolve our framework to support Project Managers in taking greater ownership of project business outcomes. Most of the people who need to adopt the model won't report to you, so you'll use data, credibility, and influence to create consistency across teams, regions, and cultures.

• Own governance across a portfolio of concurrent SaaS implementation projects, maintaining clear visibility into project health, risk, and delivery outcomes.
• Build and operate meaningful project gates with defined entry and exit criteria that determine whether projects are truly ready to progress.
• Establish a consistent review cadence for Yellow and Red projects that drives intervention, accountability, and measurable improvements in outcomes.
• Use governance to challenge project reporting and surface delivery risk early enough for the organization to act. You will have executive sponsorship to change how project health is reported and reviewed.
• Scale portfolio governance as project volume grows while maintaining delivery quality, accountability, and consistency.

• Manage professional services financials across a portfolio, including earned value, margin, revenue forecasting, and utilization.
• Apply earned value in practice to understand project performance and identify financial risk before it impacts results.
• Forecast services revenue from project backlog and maintain reliable financial visibility at the individual project record level.
• Use project-level financial data to actively steer portfolio decisions rather than simply reporting results after the fact.
• Diagnose and defend margin variances while translating financial performance into clear actions for delivery leadership.

• Design and implement a standardized delivery methodology spanning lifecycle phases, readiness gates, project classifications, and project planning.
• Build repeatable project plan templates that account for different offerings and levels of implementation complexity.
• Establish close-out reporting that captures lessons learned and feeds insights back into Product, scoping, and future delivery.
• Roll out a delivery methodology across multiple regions and create the structure needed for consistent global adoption.
• Turn documented methodology into an operating model teams actually use, measuring adoption and improving the framework as the organization scales.

• Lead capacity planning and staffing across a global services organization with both onshore and offshore delivery resources.
• Establish utilization targets and staffing rules using system data to make informed resource allocation decisions.
• Balance capacity across AMER, EMEA, APAC, and offshore delivery teams while protecting project quality and customer outcomes.
• Build scalable resource management practices that increase effective use of offshore delivery capabilities as project volume grows.
• Govern non-billable work and resource allocations to improve utilization, capacity visibility, and overall services efficiency.

• Lead operating model changes across Project Management, Delivery Management, and regional teams without relying on direct reporting authority.
• Navigate resistance to new governance processes while building alignment around the business outcomes behind the change.
• Influence stakeholders through data, credibility, and a clear understanding of delivery and financial tradeoffs.
• Build methods that can be taught and adopted across regions rather than remaining dependent on individual expertise.
• Drive lasting behavioral change that increases PM ownership of scope, risk, customer conversations, and project business outcomes.

We may use artificial intelligence (AI) tools to support parts of the hiring process, such as reviewing applications, analyzing resumes, or assessing responses and identifying potential inconsistencies or verification signals in application materials based on available information. These tools assist our recruitment team but do not replace human judgment. Final hiring decisions are ultimately made by humans. If you would like more information about how your data is processed, please contact us.