Director, Portfolio Strategy & Governance

The Opportunity

The Director, Portfolio Strategy & Governance will shape and lead the portfolio operating model for Digital Finance, creating the transparency, prioritization, governance, and accountability needed to translate digital strategy into measurable business outcomes. This leader will own the end-to-end portfolio strategy and governance framework across a diverse portfolio spanning enterprise platforms and ERP stabilization, data and analytics, AI, automation, process optimization, and data governance. Working across Finance, technology, data, and global teams, the Director will establish how opportunities are evaluated and prioritized, how investments and capacity are aligned to strategic priorities, and how progress, risks, dependencies, and value are surfaced to leadership. This role requires a leader who can move fluidly between strategy and execution - designing the portfolio operating model while ensuring governance mechanisms, decision forums, and operating rhythms translate into disciplined execution, adoption, and measurable value. The Director will lead primarily through influence, creating alignment and accountability across a highly matrixed enterprise environment.

Key Roles & Responsibilities

Portfolio Strategy & Prioritization

• Define and evolve the Digital Finance portfolio strategy and operating model, ensuring the portfolio remains aligned to business priorities and enterprise direction.
• Design and lead a structured intake and prioritization approach for capturing, triaging, scoring, and approving opportunities, balancing strategic value, demand, risk, dependencies, and available capacity.
• Own the end-to-end portfolio view, including roadmap, milestones, interdependencies, resourcing, risks, investment needs, and key decisions.
• Partner with leaders to make portfolio trade-offs and ensure resources and investments are focused on the highest-value priorities.

Governance & Operating Model

• Establish and lead governance forums, portfolio reviews, intake councils, escalation pathways, decision rights, and decision logs to enable timely, transparent decision-making.
• Define portfolio and delivery standards, including expectations for documentation, status reporting, templates, operating cadences, and, where appropriate, agile or sprint-based practices.
• Create clear mechanisms for managing cross-portfolio dependencies, risks, issues, and decisions, driving resolution and accountability across workstreams.
• Ensure major changes and portfolio decisions are documented with the appropriate traceability to support internal controls, compliance, and audit readiness.

Performance & Value Realization

• Establish an outcome-based portfolio performance and value realization framework that connects initiatives to measurable business outcomes.
• Define and track relevant measures such as time savings, cycle-time reduction, error reduction, adoption, service-level improvements, and other agreed business outcomes.
• Support portfolio-level business case and investment tracking while maintaining visibility into spend across contractors, vendors, tools, and other portfolio investments.
• Use portfolio insights to identify delivery trends, risks, capacity constraints, and opportunities to improve execution and realized value.

Executive & Cross-Functional Leadership

• Serve as a strategic partner to Digital Finance and business leaders, translating complex portfolio information into clear insights, choices, and recommendations.
• Coordinate across Finance, IT, data governance, architecture, global teams, and other enterprise partners to maintain alignment with standards, roadmaps, and governance cadences.
• Partner with change, communications, and business owners to ensure effective rollout, training alignment, adoption, and sustained outcomes.
• Lead through influence by setting the operating cadence, coaching workstream leads, facilitating decisions, and driving accountability across matrixed teams while fostering transparency and disciplined execution.

Who You Are

Education: Bachelor’s degree in Finance, Business, Operations, Industrial Engineering, Information Systems, or a related field; MBA/MS preferred.

Experience: 10+ years of progressive experience in portfolio or program leadership, enterprise transformation, strategy and operations, transformation governance, enterprise PMO, finance transformation, or a related discipline.

• Portfolio leadership: Demonstrated experience building or materially evolving portfolio operating models, including intake, prioritization, governance forums, decision rights, capacity planning, and portfolio-level performance management.
• Transformation breadth: Proven track record leading or governing complex portfolios that span technology and process transformation, such as enterprise platforms/ERP, data and analytics, automation, AI, or operating-model change.
• Strategic and operational leadership: Ability to connect enterprise strategy to execution while creating the structures, operating rhythms, and accountability needed to deliver outcomes.
• Value orientation: Experience establishing outcome measures and connecting portfolio investments and delivery performance to business value and adoption.
• Stakeholder leadership: Strong executive presence with demonstrated ability to facilitate decisions, influence senior stakeholders, navigate competing priorities, and build alignment across functions without relying on direct authority.
• Enterprise environment: Experience operating in complex, matrixed organizations; experience in regulated or controlled environments with strong documentation, traceability, and compliance requirements is preferred.
• Certifications: PMP, PgMP, SAFe, Prosci, or equivalent portfolio/program/change certification is valued but not required.