Sr. Lead - Technical PGMO (GCMO) - 13593

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 of the GCM Office into executable programs and measurable outcomes.

ORGANISATION CHART

This Position will report to Executive Director - South and Chief Innovation Officer - Airports

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

• Problem Solving & Analytical Thinking
• Planning & Decision Making
• Capability Building
• Strategic Orientation
• Stakeholder Focus
• Networking
• Execution & Results
• Teamwork & Interpersonal influence
• Personal Effectiveness
• Social Awareness
• Entrepreneurship
• Governance Framework Adherence (Proficient)
• Performance Management (Proficient)
• Process Excellence (Expert)
• Analytical Thinking & Problem Solving (Proficient)
• PMO & Change Management (Expert)
• MIS & Data Integration (Proficient)
• Stakeholder Liasoning (Proficient)
• Market Analysis (Proficient)
• Business Acumen (Proficient)
• Financial Acumen (Proficient)
• Strategic Transformation (Proficient)