Senior Manager, Technology Portfolio Governance

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OtherTechnology

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Overview

About the RoleThe Senior Manager,

Technical Tools

OtherTechnology

About the Role

~1 min read

The Senior Manager, Technology Portfolio Governance sits within the Strategy & Governance team inside the Global Technology Organization (GTS) and owns the operational backbone of the function: Support Annual and Quarterly Planning, Portfolio Governance, demand intake, vendor and internal resource planning and tracking, and the AI-enabled tooling that runs governance day to day. It is a high-visibility, execution-focused role that turns portfolio strategy into working process — partnering closely with TPMs, Product/Delivery Managers, Engineering, Finance, and vendor account teams to keep demand, capacity, and reporting accurate and current across the GTS portfolio.

Responsibilities

~2 min read

→Support the Annual and Quarterly Planning process by consolidating portfolio demand, capacity, and financial baselines across GTS into a single, accurate planning input for portfolio stakeholders; own the supporting governance documentation and standards
→Own the demand intake process for the GTS portfolio end-to-end, defining/adopting the intake template and workflow, ensuring every submission carries clear scope, funding, and guardrails before it enters planning
→Own the demand-capacity planning and reconciliation, coordinating with PdMs, TPMs, Engineering, and Finance to close gaps before they become delivery risk
→Own resource planning across both MSP and non-MSP populations, validating funding, own resource mapping and ensuring clean onboarding into Clarity and Jira
→Own Clarity resource data hygiene, enforcing accuracy, audit on a recurring cadence, and fix root causes with system owners rather than repeat corrections
→Track vendor and MSP utilization against contracted capacity ceilings, resolving allocation and demand discrepancies, and flag risk to finance and portfolio governance
→Own managed services process governance on vendor timesheet compliance and Clarity allocation accuracy partnering with vendor account leads on standards adherence
→Enable stakeholders through training materials and standing office hours for TPM and Engineering teams, keeping demand and delivery data accurate across reporting and carryover tracking
→Produce recurring portfolio reporting and own supporting sections of quarterly leadership readouts, partnering with Finance on Capex/Expense reconciliation and the Director on final materials

8–10+ years of experience in technology portfolio governance, demand/capacity management, resource planning, or vendor operations — ideally within a large-scale enterprise or retail technology environment.
Strong Agile and Quarterly Planning process experience; able to translate engineering demand into structured, funded capacity plans.
Hands-on proficiency in Jira and Jira Product Discovery (JPD) for roadmap and demand structuring, plus Clarity for resource and financial tracking.
Solid project management fundamentals and knowledge on planning, dependency tracking, and status reporting across multiple concurrent workstreams.
Working knowledge of project finance Capex/Expense distinctions, budget-to-actuals tracking, and funding ceiling management.
Working knowledge of managing vendor delivery operations, including SOW governance, headcount-based contracts, and demand-capacity alignment across multiple product teams.
Comfortable coordinating across a wide stakeholder set of TPMs, PDMs, Engineering leads, Finance, and vendor account teams; without formal authority over all of them.
Exceptional process rigor; able to define intake workflows, enforce compliance, and hold stakeholders accountable without being bureaucratic.
Clear, direct, insight-first communicator; experience presenting operational data and risk flags to senior technology leadership.
Comfortable operating with ambiguity; can design structures where none exists and build stakeholder trust quickly.
Comfort working alongside Ai-enabled tooling and automation in a governance, reporting, or PMO context.
Prior experience in an offshore/nearshore vendor governance model.
Familiarity with Capex/Expense project accounting in technology portfolios.
Experience in retail, apparel, or consumer-facing technology organizations.
Exposure to PMO or TMO operating models, portfolio health reporting, and QP governance ceremonies