Program Manager

The Senior Programme Manager leads and operates the client's Programme Management Office (PMO) on behalf of iqx. The role provides strategic oversight of the assigned programme portfolio through structured planning, programme governance, financial performance monitoring, risk management and executive reporting, so that the client's Group leadership has clear visibility, makes informed decisions and sees disciplined programme execution.

In addition to running the PMO, the incumbent directly manages selected strategic programmes within the portfolio, as agreed with the Group Executive Sponsor. The role therefore combines PMO leadership (governance, controls and reporting across the portfolio) with hands-on programme delivery.

The incumbent operates as an embedded member of the client's leadership environment, sitting between Group leadership (executive oversight and decisions) and the project managers and teams who deliver individual projects and workstreams.

Role Context & Positioning:

• Business unit: iqx (a division of iqbusiness, a Reunert company) – Technology Services.
• Client placement: Embedded within the client's leadership environment.
• Reporting line:
  • Operational: the client's appointed Group Executive Sponsor.
  • Employment: iqx Head of Technology Services.
• Location: Client head office or client site, with travel to the client's operating businesses as required.
• Employment type: Contract, dedicated to the client engagement.
  

Role Continuity & First 90 Days:

• This appointment ensures continuity of an established PMO.
• The incumbent will take over an in-flight programme portfolio, existing governance forums and established stakeholder relationships.
• Early priorities in the first 90 days include:
  • Days 1–30: Review the programme portfolio, roadmap, RAID register, decision logs and financial position, and meet the Group Executive Sponsor, key stakeholders, project managers and delivery partners.
  • Days 31–60: Confirm or re-baseline programme priorities, steering committee cadence, reporting packs and agreed Critical Success Indicators (CSIs).
  • Days 61–90: Deliver the first full executive reporting cycle, close governance gaps and agree a forward PMO improvement plan with the Executive Sponsor.

Responsibilities:

Programme Management Office

• Operate and continuously improve the client's Programme Management Office.
• Maintain the PMO operating model, governance framework and programme management standards.
• Develop and maintain programme standards, templates, registers and supporting documentation.
• Coordinate programme planning, prioritisation and resource management activities.

Programme Delivery for Directly Managed Programmes

• Lead end-to-end delivery of programmes assigned to the incumbent, from initiation and planning through execution, transition and closure.
• Define programme scope, objectives, roadmap, delivery approach and benefits for each directly managed programme.
• Lead and direct the project managers, workstream leads and delivery partners within those programmes.
• Manage programme schedules, budgets, resources, risks and change control.
• Report through the PMO governance forums.
• Ensure programme outcomes and benefits are realised and handed over to the business.

Programme Governance and Controls

• Establish and facilitate governance forums and steering committee meetings.
• Monitor programme performance against agreed objectives, milestones and deliverables.
• Monitor programme benefits, assumptions and delivery constraints where applicable.
• Monitor scope changes and assess their impact on delivery, budgets and timelines.
• Maintain programme records, action registers and decision logs.
• Escalate programme matters requiring executive review or decision.

Financial Performance Monitoring

• Manage programme financials in accordance with approved project and programme budgets.
• Monitor actual spend against approved budgets and forecasts.
• Report variances with root cause and recommended corrective action.
• Track committed costs, forecasts to completion and the financial impact of change requests.
• Provide financial visibility to support executive decision-making.
• Budget ownership and financial approvals remain with the client.

Risks, Assumptions, Issues and Dependencies (RAID)

• Identify, assess and manage programme risks, assumptions, issues and dependencies.
• Maintain a centralised RAID register with owners, mitigation actions and due dates.
• Coordinate interdependencies across projects and workstreams.

Resource and Portfolio Coordination

• Monitor resource utilisation and capacity planning across the programme.
• Coordinate dependencies and priorities across projects and workstreams.
• Coordinate engagement with third-party suppliers and delivery partners where required.

Stakeholder Engagement and Executive Reporting

• Partner with Group leadership, business stakeholders, project managers and delivery teams.
• Facilitate communication and alignment between business stakeholders and delivery teams.
• Prepare and present executive programme reports and steering committee packs.
• Provide consolidated reporting on progress, financial performance, risks, issues and key decisions.
• Highlight matters requiring executive attention.

Key Deliverables:

• Programme Management Office: An operational PMO providing structured oversight, coordination and programme controls across the assigned portfolio.
• PMO Governance Framework: A documented operating model, governance framework, roles, responsibilities, standards and decision-making processes.
• Programme Roadmap: A consolidated roadmap of milestones, dependencies, priorities and delivery timelines.
• Executive Reporting Pack: Consolidated reporting on progress, financial performance, risks, issues, dependencies, resource utilisation, CSIs and key decisions.
• Programme Financial Report: A budget vs actual vs forecast view per project and programme, with variances explained.
• Programme Delivery Plans: For each directly managed programme, the scope, plan, budget, resourcing, benefits and closure report.
• RAID Register: A centralised register of risks, assumptions, issues and dependencies, including mitigations and escalations.
• Steering Committee Pack: Agendas, reporting packs, action registers and decision logs.
• Programme Standards & Templates: Standardised templates, registers and documentation supporting consistent delivery.

Key Performance Areas:

• Governance:
  • Steering committees held per the agreed cadence.
  • Actions and decisions logged and closed on time.
• Reporting:
  • Executive reporting packs issued on schedule, accurate and decision-ready.
  • CSIs tracked and reported.
• Financial Visibility:
  • Budget vs actual vs forecast reported per cycle.
  • Material variances flagged early with corrective actions.
• Risk Management:
  • RAID register kept current.
  • High risks owned and mitigated.
  • No unflagged surprises to the Executive Sponsor.
• Delivery Predictability:
  • Milestones tracked against baseline.
  • Slippage and scope changes assessed and escalated timeously.
• Programme Delivery: Directly managed programmes delivered to agreed scope, time, budget and quality, with benefits handed over to the business.
• Stakeholder Satisfaction: Positive feedback from the Group Executive Sponsor and stakeholders, and a strong iqx–client relationship.

Scope of Authority:

• Provides programme leadership, oversight, financial performance monitoring, coordination and reporting.
• Accountable for delivery of directly managed programmes against approved scope, timelines and budgets.
• For the wider portfolio, accountability for project delivery remains with the respective project managers and delivery teams.
• Budget ownership and financial approval authority remain with the client in all cases.
• Services outside the agreed scope are handled under a separate Statement of Work.

Key Relationships:

Internal (iqx and iqbusiness)

• iqx Technology Services leadership.
• Account / Client Manager for the client.
• iqx Solutions Architects and specialist teams.

External (client and partners)

• The client's Group Executive Sponsor and Group leadership.
• Business stakeholders across the client's operating businesses.
• Project managers and delivery teams.
• Third-party suppliers and delivery partners.

Education

• Relevant degree in Information Technology, Engineering, Business or Commerce (or equivalent).

Certifications

• Recognised programme or project management certification, for example PMP, PgMP, MSP or PRINCE2 Practitioner.

Experience

• 10+ years' project and programme management experience, of which at least 5 years at programme or PMO level.
• Proven experience establishing or running a PMO and governance framework in a large, multi-entity organisation.
• Demonstrated experience managing programme financials, including:
  • Budgets and forecasts.
  • Variance analysis.
  • CAPEX and OPEX tracking.
• Experience preparing and presenting reports to executive committees and steering forums.
• Proven track record of personally leading and delivering large, multi-project programmes end-to-end.

Tools and Systems

• Microsoft 365 (Teams, SharePoint, Excel, PowerPoint).
• Microsoft Project or Planner.
• Power BI or similar reporting tools.
• Programme and portfolio management platforms as used by the client.

Advantageous

• Experience in a diversified industrial, manufacturing or logistics group environment.
• Exposure to technology, digital or infrastructure transformation programmes.
• Agile or hybrid delivery certification (for example SAFe or PMI-ACP).
• Portfolio management certification (MoP).
• Experience in a managed services or consulting environment, working embedded at a client.

Key Competencies:

• Strategic Thinking: Links programme activity to business objectives and executive priorities.
• Executive Communication: Communicates clearly and concisely, and turns complex detail into decision-ready insight.
• Financial Acumen: Reads budgets and forecasts confidently, and spots variances and their delivery impact.
• Governance and Control: Applies structure and discipline without creating unnecessary bureaucracy.
• Stakeholder Influence: Builds trust and alignment across leadership, business and delivery teams.
• Integrity and Discretion: Handles confidential client and financial information professionally.
• Resilience: Remains composed and effective under pressure and in changing priorities.