Global Program Manager Advanced Manufacturing Technology

Role Overview

The PMO Program Manager is accountable for the governance, portfolio management, and execution discipline that turns nine independent Advanced Manufacturing and Digital Transformation SME roadmaps into a single, governed, fundable, trackable portfolio. This is a foundational, Year 1 role: it must be stood up early, alongside the SMEs themselves, so that the standards, technology roadmaps, and capital requests coming out of Joining & Surface Finishing, Functional Test, Manufacturing Quality, Material Flow, Automation & Robotics, Maintenance & Reliability, Manufacturing Systems/ERP, Digital Twin, and Industrial IoT are prioritized, funded, and executed against one common framework rather than nine separate ones. The role owns the operating model, prioritization framework, consolidated capital plan, and execution tracking across every factory in the network
- Stiva 1, 2, 3, and 5, Durango, and Cienega
- and reports directly to the VP of Advanced Manufacturing. This is explicitly not a desk-bound or office-based role: it is run through modern, purpose-built digital program-management tools
- live visual dashboards, digital action-plan and governance platforms, AI-assisted meeting capture
- rather than static spreadsheets, and it is led from the factory floor and the finance conference room in equal measure, not from behind a screen. The PMO Program Manager must be equally fluent partnering with finance on capital business cases and ROI, and with factory personnel
- schedulers, engineers, operators, and plant leadership
- at Gemba, seeing firsthand how initiatives are actually landing. Success requires the credibility to act as a leader of leaders: holding nine technical SMEs and plant leadership accountable to a common governance model without owning any of their technical domains directly; the financial and program-management rigor to consolidate capital decisions across a multi-site, multi-country network; and an intense, urgent, hands-on, highly organized approach that converts the roadmap into funded, executing, benefit-delivering initiatives rather than a well-organized backlog.

Key Accountabilities

A) Governance & Operating Model

Establish and maintain the portfolio governance charter that defines decision rights across SMEs, plant leadership, and finance
- what can be approved locally versus what requires steering committee sign-off. Own the RACI across the SME network, plants, and finance, and run the recurring steering committee cadence with the VP of Advanced Manufacturing and plant leadership so the portfolio gets discussed and decided, not just reported.

B) Portfolio & Prioritization

Own and continuously maintain the master technology and capital roadmap, consolidating the initiatives coming out of all nine SMEs into one sequenced view by factory and by year. Establish and apply a standard prioritization framework
- SQDIP impact, investment tier, and speed-to-value
- so initiatives across every SME and factory are compared on the same basis. Own the stage-gate process (Identify → Pilot → Business Case → Deploy → Scale → Sustain) that operationalizes the organization's experiment-deploy-scale philosophy and keeps initiatives from stalling indefinitely at any one gate.

C) Financial & Capital Management

Consolidate the capital plan across all factories and SMEs
- committed versus available capital, by site and by year
- and partner directly with finance to keep it current. Own the business case template and ROI standard used by every SME so capital requests are comparable and auditable. Track benefits realization after deployment, closing the loop on whether a funded initiative actually delivered the safety, quality, delivery, inventory, or productivity improvement it was funded to deliver.

D) Execution & Delivery Tracking

Maintain the portfolio through modern, purpose-built digital program and project management tools
- live visual dashboards, digital action-plan and governance platforms, and AI-assisted meeting-minutes and action-item capture
- covering status, spend, schedule, and risk across every active initiative, SME, and factory. Manual spreadsheets are not an acceptable substitute for this: decisions, action items, and status must be current, visible, and easy to update in real time, not buried in a static file that goes stale between updates. Own the RAID log and the escalation path for risks and issues, with particular attention to anything on the critical path of a capital-speed priority. Manage resource and capacity planning across the SME and plant engineering network so competing initiatives don't silently collide over the same scarce plant teams in the same quarter.

E) Standards, Knowledge & Change Management

Build and maintain the template and tools library
- charter, business case, stage-gate checklist, status reporting, lessons-learned
- used con