Director, IT PMO

ABM•Sugar Land, TX

About The Position

ABM Industries is seeking a hands-on, execution-focused Director of the Technology Program Management Office (PMO) to strengthen delivery discipline, transparency, and accountability across the enterprise technology portfolio. Reporting to the Vice President of Technology Performance and Programs, this role owns the Technology PMO for the enterprise and is responsible for establishing consistent delivery standards, improving portfolio visibility, and enabling predictable execution of strategic technology initiatives. This people leader will bring structure without bureaucracy, challenge with data and trust, and act as a committed partner to technology and business leaders—caring as deeply about successful outcomes as the stakeholders they support.

Requirements

7–10 years of progressive experience in technology delivery, program management, portfolio management, or related roles, including leadership of complex, cross-functional initiatives
Experience leading large programs or portfolios, or serving as a senior program leader, delivery lead, or deputy PMO leader; prior formal PMO ownership is not required
Demonstrated ability to establish structure, standards, and governance across multiple initiatives in a complex, decentralized environment
Strong foundation in portfolio management, program governance, and delivery execution, with the ability to translate strategy into executable plans
Proven ability to balance hands-on involvement with strategic perspective, stepping in directly when delivery is at risk
Track record of influencing senior leaders without direct authority, using data, credibility, and strong working relationships
Experience operating in waterfall or hybrid delivery environments, with the judgment to introduce structure pragmatically rather than dogmatically
Strong communication, stakeholder management, and data-driven problem-solving skills

Nice To Haves

PMP (Project Management Professional) preferred, not required
Experience working in Agile or hybrid delivery environments; related certifications a plus but not required

Responsibilities

PMO Ownership & Portfolio Governance
Own and operate the enterprise Technology PMO, setting the vision, scope, and operating model under the direction of the VP of Technology Performance and Programs.
Establish and maintain a single, trusted view of the technology project and program portfolio, including status, risks, dependencies, and delivery health.
Lead portfolio-level governance forums to surface issues, enable trade-off discussions, and support informed executive decision-making.
Recommend prioritization, sequencing, and corrective actions; escalate risks and delivery concerns through established governance channels and follow through to resolution.
Delivery Standards & Execution Discipline
Define, implement, and continuously improve standard project and program delivery frameworks, tools, and templates.
Provide methodology options with clear guardrails depending on the individual project
Drive consistent application of delivery standards across initiatives without creating unnecessary compliance burden.
Step in directly to track and stabilize critical initiatives when delivery is at risk.
Transparency, Reporting & Insights
Design and maintain clear, executive-ready portfolio reporting that emphasizes outcomes, risks, trends, and decision points—not just activity.
Use data to challenge delivery realism, surface emerging risks early, and improve predictability.
Eliminate fragmented or duplicative reporting by establishing common definitions, metrics, and cadence.
Stakeholder Partnership & Influence
Partner closely with key stakeholders to align expectations, timelines, and delivery commitments.
Build strong working relationships that enable constructive challenge and candid conversations about scope, capacity, and trade-offs.
Act as a neutral, trusted facilitator focused on enterprise outcomes rather than functional optimization.
Talent & PMO Capability Development
Lead and develop a PMO organization currently consisting of a mix of FTEs and contractors
Evaluate and evolve the contractor-to-FTE model to build sustainable internal delivery capability.
Establish clear role definitions, expectations, and development paths for PMO staff.
Raise overall project, program and portfolio management capability through coaching, standards, and practical enablement.