• Strong project management capability, with experience applying recognized project management standards (PMI/PMBOK or PRINCE2), alongside Stage-Gate and hybrid Agile approaches, to deliver complex, cross-functional initiatives.
• Integrated planning and coordination skills, with the ability to align Product roadmaps, Technology delivery plans, and enterprise dependencies into a single, coherent project plan that supports governance and execution.
• Proven experience coordinating initiatives across multiple teams and geographies, aligning business, product, and technology stakeholders within complex delivery environments.
• Strong business analysis and process orientation, including the ability to define requirements, map end-to-end workflows, identify dependencies, and translate business needs into structured plans and readiness activities.

• High-level technical fluency, with the ability to understand system architecture concepts, data flows, integrations, and environment dependencies well enough to partner effectively with Technical PMs and engineering teams (no hands-on development required).
• Experience working across multiple planning and delivery tools, with the ability to consolidate inputs from Product and Technology tools into an enterprise PMO view (e.g., Asana or equivalent).
• Executive communication and reporting capability, including the ability to synthesize complex delivery information into clear, decision-relevant updates, pre-reads, and summaries for senior leadership.
• Strong analytical and problem-solving skills, with a proactive approach to identifying delivery risks, dependency conflicts, readiness gaps, and resourcing constraints before they impact outcomes.
• Exceptional organizational and prioritization skills, enabling effective management of multiple concurrent initiatives while balancing competing priorities and shifting timelines.
• Strong stakeholder management skills, with the ability to build trust, navigate ambiguity, and align product and technology teams without direct authority in complex delivery environments.
• Comfort operating in ambiguity and change, with the ability to bring structure, clarity, and discipline to initiatives that may be evolving, partially scoped, or delivered across different operating models.

Education and Experience

• Bachelor’s degree in Business, Project Management, Engineering, Information Systems, or a related discipline, or equivalent professional experience.
• Formal project management training or certification preferred (e.g., PMP, PRINCE2 Practitioner/Foundation, PMI-ACP, or equivalent).
• 5+ years of experience in project management, delivery coordination, or PMO roles supporting cross-functional, technology-enabled initiatives.
• Demonstrated experience working within structured governance frameworks (e.g., Stage-Gate, hybrid Agile, PMO-led delivery models) and supporting decision readiness through disciplined planning and reporting.
• Experience coordinating delivery across Product and Technology teams operating under different methodologies (e.g., waterfall / Stage-Gate and Agile).
• Exposure to commercial, research, or data-driven product environments, including work that supports go-to-market readiness, operational rollout, or post-launch stabilization.
• Experience operating in global or multi-region environments, with sensitivity to time zones, capacity constraints, and delivery sequencing.
• Prior involvement in enterprise or portfolio-level initiatives where executive reporting, dependency management, and governance execution were required.
• Experience supporting change enablement, operational readiness, or adoption activities is an asset.

1. Integrated Product Lifecycle Planning and Delivery Alignment

• Own the end-to-end integrated project plan for Commercial L1 initiatives across the full product lifecycle, from Business Case through Go-to-Market and post-launch stabilization.
• Develop and maintain Stage-Gate–aligned project plans in collaboration with Product Managers, translating product lifecycle milestones into executable project timelines.
• Partner with Technical Project Managers to integrate Agile delivery plans, sprint milestones, and technical dependencies into the broader Commercial L1 project plan.
• Reconcile differences between Stage-Gate (waterfall) and Agile delivery models to ensure a coherent, realistic delivery roadmap.
• Act as the single point of consolidation for delivery planning, providing leadership with a unified view of scope, timing, risks, and dependencies.

2. Project Planning, Tooling & Plan Consolidation

• Maintain the authoritative Commercial L1 project plan within the Enterprise PMO toolset (e.g., Asana),consolidating inputs from Product and Technology planning tools.
• Ensure roadmaps, sprint plans, and delivery milestones are accurately reflected and kept in sync.
• Translate Agile delivery progress into Stage-Gate-relevant milestones, forecasts, and executive updates
• Track and manage cross-functional dependencies across Product, Technology, Research,Operations,Commercial, Legal and Compliance, Marketing and Finance teams.
• Support gradual improvement in planning consistency and data quality across tools and teams.

3. Commercial and Operational Readiness Coordination

• Coordinate planning and readiness activities required to bring client-facing, technically complex products to market.
• Ensure downstream impacts to Research, Client Services, Operations, and Commercial teams are identified, sequenced, and addressed ahead of launch.
• Support Go-to-Market readiness discussions and Stage-Gate decision preparation.
• Coordinate rollout sequencing based on regional, seasonal, or operational constraints.
• Support transition-to-BAU activities, ensuring ownership, documentation, and support expectations are clear.

4. Risk, Dependency and Delivery Health Management

• Proactively identify and manage delivery, dependency, readiness, and decision risks across Commercial L1initiatives.
• Maintain enterprise-standard RAID log, ensuring risks and issues are clearly owned, tracked, and mitigated.
• Escalate material risks, timeline deviations, or decision blockers to the PMO Director and relevant leadership.
• Identifycross-initiative trends, systemic risks, or recurring planning issues and surface them for leadership attention.

5. Financial and Resource Alignment

• Align Commercial L1 project plans with approved financial assumptions and delivery timelines in partnership with FP&A.
• Monitor resource effort and labour capacity across initiatives to support payback and EBITDA expectations at a portfolio level.
• Identify delivery or resourcing risks that may impact timing or financial outcomes, escalating as required.
• Support leadership understanding of delivery health without owning budgets or financial models.

6. Stage-Gate Governance Execution & Decision Readiness

• Ensure Commercial L1 initiatives meet Stage-Gate entry and exit criteria, with required inputs prepared, reviewed, and aligned ahead of gate reviews.
• Coordinate development and circulation of gate materials, pre-reads, and decision summaries in collaboration with Product and delivery teams.
• Track gate outcomes, conditions, and actions, ensuring plans reflect approved decisions.
• Escalate decision risks, unresolved dependencies, or readiness gaps that could delay gate progression.

7. Change Enablement & Organizational Readiness

• Coordinate change enablement activities required to support adoption of Commercial L1 initiatives, including communications, training,and readiness planning.
• Ensure role impacts and process changes are clearly understood by impacted teams.
• Support sequencing of enablement activities to align with delivery milestones and operational constraints.
• Monitor adoption risks and early post-launch issues, coordinating stabilization activities as needed.

8. Executive Reporting & Stakeholder Alignment

• Provide clear, executive-ready reporting on Commercial L1 delivery status, risks, dependencies, and readiness.
• Act a sa central point of coordination across Product, Technology, Research, Commercial, Operations, Legal, Compliance, and Finance to support alignment andtimelydecision-making.
• Surface trade-offs, constraints, and decision points requiring leadership attention.
• Support cadence-based governance forums (e.g., Steer Co, Exec reviews) with concise materials and recommendations.

9. Portfolio Insight, Standards & Continuous Improvement

• Identifycross-initiative trends, systemic risks, and recurring delivery challenges across Commercial L1 initiatives.
• Contribute to continuous improvement of Enterprise PMO planning, governance, and reporting practices.
• Support adoption of consistent planning and reporting standards across Product- and Technology-led initiatives.
• Capture lessons learned and promote repeatable ways of working to strengthen Commercial L1 delivery maturity over time.