Senior Transformation Program Manager

<p><strong>About Goods &amp; Services</strong><br>&nbsp;&nbsp;<br>Goods &amp; Services is a product design and engineering company.&nbsp;</p> <p>We solve mission-critical challenges for some of the world’s largest enterprises, with deep expertise in highly regulated industries—including <strong>life sciences</strong> and <strong>financial services</strong>. Our <strong>design-led</strong> approach allows us to apply cutting-edge capabilities in <strong>AI,</strong> <strong>Data </strong>and <strong>Hardware Engineering</strong> to companies of any size.&nbsp;</p> <p>Headquartered in the <strong>United States</strong>, we operate regional development centers in <strong>Mexico </strong>and the <strong>United Kingdom</strong>. This global footprint—anchored by our <strong>nearshore </strong>model—enables us to deliver at scale with the speed, efficiency, and cultural alignment our clients expect.</p> <p><strong>About the job</strong></p> <p>Goods &amp; Services is looking for a <strong>Senior Transformation Program Manager </strong>who supports a client’s platform modernization program. The client is undertaking one of the most significant technology overhauls in its history, replacing a legacy, on premises call and platform infrastructure that handles approximately 5 million calls per day with a cloud-native, modern platform built from the ground up.</p> <p>The Senior Transformation Program Manager will be the operational backbone of this office, owning the day-to day program structure, ensuring decisions are made with velocity and documented with rigor, and keeping multiple tracks aligned without creating overhead for the implementation teams doing the work.</p> <p><strong>Core Function:</strong></p> <ul> <li>You will own the executive relationship with Program leadership and executive stakeholders, author and maintain the Program's North Star vision document, and ensure that strategic decisions are made, not deferred.</li> <li>You will run the program management infrastructure: MoSCoW tracker, decision log, status reporting, cross-track dependency management, and the executive readout cycle. You will also be a key partner in knowledge transfer to the client’s internal project manager, with the explicit goal of leaving behind a functioning PPM methodology at the end of the engagement.</li> <li>You will work closely with technical leads and architects to ensure Program-level decisions are made and documented, you do not need to be the technical expert, but you must know how to govern a Program where technical complexity is high.</li> </ul> <p><strong>What you’ll do:</strong></p> <ul> <li>Executive alignment &amp; strategic leadership <ul> <li>Serve as the primary relationship owner with Program leadership and executive stakeholders, the face of the engagement at the steering level.</li> <li>Author and maintain the Program North Star / executive vision document, keeping the strategic narrative current as decisions are made and context evolves.</li> <li>Chair executive steering sessions and Program board meetings, preparing agendas, driving decisions, and ensuring leadership always has a clear, decision-ready view of the Program.</li> <li>Translate complex technical and delivery inputs into executive-ready language for C-suite, board, and lender audiences.</li> <li>Maintain the Program-level dependency map across all tracks and ensure cross-track alignment without creating overhead for implementation teams.</li> <li>Own the build-operate-transfer plan, ensuring that methodologies and governance rhythms are absorbed by the client's internal team throughout the engagement, not handed over at the end.</li> </ul> </li> <li>Program governance &amp; structure <ul> <li>Own and maintain the MoSCoW priority tracker across all workstreams, running prioritization sessions, challenging scope and benefits, keeping must-haves clearly separated from could-haves.</li> <li>Maintain the program-level decision log, every decision documented with context, rationale, owner, date, and downstream dependencies.</li> <li>Manage the cross-track dependency map across all active projects, flagging conflicts and sequencing risks before they become blockers.</li> <li>Produce weekly program status reports and executive readout materials, timeline, risks, decisions required, deliverable status, and escalation items.</li> <li>Own stage gate preparation across program phases, ensuring each tranche has documented entry and exit criteria, and that leadership has what it needs to make a clear go/no-go call.</li> </ul> </li> <li>Risk, issues &amp; decision velocity <ul> <li>Proactively surface risks, assumptions, and issues before they stall the Program, with particular attention to integration points between delivery vendors, internal architecture, and the Transformation Office.</li> <li>Draw on Program leadership experience to identify where transformation Programs typically break, scope drift, vendor dependency, ungoverned decisions, and misalignment between delivery and business outcomes.</li> <li>Maintain a single source of truth for Program status, what has been decided, what is open, and what is blocked, and communicate that view simply and consistently to all stakeholders.</li> <li>Support the development of decision and comparison matrices for platform, sequencing, and investment choices.</li> </ul> </li> </ul> <ul> <li>Stakeholder &amp; vendor coordination <ul> <li>Coordinate across multiple delivery partners and internal teams without creating reporting burden for the people doing the work.</li> <li>Ensure that vendor plans, risks, and dependencies are visible and integrated into the overall Program governance model, governing vendor integration into the Program, not replacing vendor delivery management.</li> <li>Interface regularly with the client's internal PMO and project manager, transferring methodology and building internal capability.</li> </ul> </li> </ul> <p><strong>What you’ll need:</strong></p> <ul> <li>10+ years of program or project management experience, with at least 4 years leading enterprise cloud transformation programs.</li> <li>Demonstrated ownership of a cloud modernization program, cloud-native platform build, large-scale cloud migration, or equivalent. You have led a program of this type, not just supported one, and you can speak to what went wrong as clearly as what went right.</li> <li>Experience owning the executive relationship on a consulting or TMO engagement, not just reporting to stakeholders, but managing them, shaping their decisions, and holding the strategic narrative.</li> <li>Experience running multi-vendor, multi-track programs where you were responsible for dependency management, cross-team coordination, and keeping delivery honest against a strategic plan.</li> <li>Hands-on experience with PPM frameworks — MoSCoW prioritization, RAID logs, decision logs, stage gate governance, and executive reporting cadences.</li> <li>Comfortable governing complex technical Programs without being the technical expert, able to ensure technical decisions are visible, documented, and connected to Program outcomes.</li> <li>Familiarity with cloud transformation concepts at a governance level, enough to understand Program sequencing risks, vendor dependencies, and the implications of major architecture choices without needing to make them.</li> <li>PMP certification.</li> </ul> <p><strong>Preferred: </strong></p> <ul> <li>Experience with telecom, communications platforms, or regulated industries.</li> <li>SAFe, PRINCE2, MSP (Managing Successful Programs), or equivalent transformation methodology experience</li> </ul>