The **Director – IT Program Management Office (PMO)**is responsible for establishing, leading, and continuously maturing the IT program and portfolio management capability across Honeywell Aerospace.

This role provides end‑to‑end ownership of the IT investment lifecycle, spanning Idea intake, Annual Operating Plan (AOP) planning, portfolio governance, execution excellence, financial stewardship, and performance transparency. The Director partners closely with IT leadership, global PMOs, architecture, finance, and business stakeholders to ensure that strategic ideas are converted into funded initiatives and executed with rigor, predictability, and measurable business outcomes.

The role serves as the single point of accountability for portfolio discipline and execution governance, balancing delivery accountability with controls, transparency, and decision enablement.

Experience & Capabilities

• 15 years of experience in IT program management, PMO leadership, or enterprise delivery roles
• Proven experience managing large, complex IT portfolios and enterprise‑wide programs
• Demonstrated success operating in global, matrixed organizations
• Strong expertise in portfolio governance, AOP planning, financial management, and execution frameworks
• Exceptional executive communication, reporting, and stakeholder management skills

Education

• Bachelor’s or master’s degree in engineering, Information Technology, Management, or a related field

Who Will Succeed in This Role

• A senior leader who brings structure, discipline, and transparency to complex IT portfolios
• Someone who can balance strategic thinking with execution rigor
• A trusted partner to senior leadership who enables clear decisions and predictable outcomes
• A PMO leader viewed as a strategic enabler, not an administrative layer

#AERO26

Key Responsibilities

AOP, Idea Intake & Investment Lifecycle Management

• Own and lead the end‑to‑end Idea → AOP → Execution lifecycle for all IT initiatives

• Establish and govern a standardized Idea intake and evaluation process to ensure transparency and consistency

• Ensure all Ideas are clearly articulated with:

• Business problem and value

• Estimated cost and benefits

• Risks, dependencies, and strategic alignment

• Partner with IT leadership, architecture, finance, and business stakeholders to evaluate, prioritize, and disposition Ideas (approve, defer, reject, or re‑scope)

• Drive conversion of approved Ideas into AOP‑funded initiatives, ensuring traceability from Idea → funded AOP item → program/project

• Enforce discipline to ensure no initiatives execute outside the approved AOP and governance framework

• Maintain portfolio‑level visibility of:

• Submitted Ideas

• Approved vs deferred Ideas

• AOP‑funded initiatives

• In‑flight and completed programs

Portfolio Strategy, Governance & Alignment

• Own and operate the IT portfolio governance framework, aligned to enterprise and global PMO standards
• Translate strategic priorities into a balanced, value‑driven AOP portfolio
• Maintain a single integrated view of demand, capacity, funding, priorities, and dependencies
• Enable leadership decision‑making through clear prioritization trade‑offs and scenario analysis

Program & Execution Excellence

• Provide end‑to‑end accountability for execution of all AOP‑funded programs and initiatives
• Establish and enforce execution rhythms, including Steer Cos, operating reviews, and stage‑gate tollgates
• Drive cross‑program dependency management and integrated planning
• Ensure delivery discipline across scope, schedule, cost, quality, and risk

Standards, Methods & Ways of Working

• Define and standardize program and project management standards, playbooks, and governance artifacts
• Ensure consistent adoption of approved PMO tools, dashboards, and reporting mechanisms
• Champion continuous improvement of PMO maturity and delivery effectiveness

Performance Visibility & Executive Reporting

• Provide leadership with clear, trusted, and actionable visibility into:

• Idea pipeline

• AOP commitments

• Portfolio health

• Risks, issues, and decision points

• Own executive‑level portfolio dashboards, narratives, and leadership report‑outs

• Ensure transparency of progress, risks, and trade‑offs across the IT portfolio

Financial Stewardship & Value Realization

• Oversee AOP planning, portfolio budgeting, forecasting, and spend governance
• Ensure strong financial discipline across the investment lifecycle
• Partner with Finance to align funding, execution progress, and realized business outcomes

Risk, Controls & Compliance

• Establish strong risk and issue management disciplines from Idea evaluation through execution
• Ensure initiatives comply with required governance, controls, and approval thresholds
• Manage exceptions through formal, leadership‑approved escalation and decision processes

Talent, Capability & PMO Leadership

• Build and sustain a high‑performing PMO organization
• Develop PM capability through coaching, standards, and learning pathways
• Drive year‑over‑year improvement in PMO effectiveness, credibility, and business impact

Stakeholder & Cross‑Functional Leadership

• Act as the single executive owner for IT portfolio, AOP, and execution governance
• Partner with architecture, engineering, security, and business leaders to accelerate outcomes
• Foster a culture of accountability, transparency, and outcome ownership