Senior Transformation Program Manager

About Goods & Services

Goods & Services is a product design and engineering company.

We solve mission‑critical challenges for some of the world’s largest enterprises, with deep expertise in highly regulated industries—including life sciences and financial services . Our design‑led approach allows us to apply cutting‑edge capabilities in

• AI ,
• Data and

Hardware Engineering to companies of any size.

• Headquartered in the
• United States , we operate regional development centers in
• Mexico and the

United Kingdom . This global footprint—anchored by our nearshore model—enables us to deliver at scale with the speed, efficiency, and cultural alignment our clients expect.

About the job

Goods & Services is looking for a

Senior Transformation Program Manager who supports a client’s platform modernization program.

The client is undertaking one of the most significant technology overhauls in its history, replacing a legacy, on premises call and platform infrastructure that handles approximately 5 million calls per day with a cloud‑native, modern platform built from the ground up.

The Senior Transformation Program Manager will be the operational backbone of this office, owning the day‑to‑day program structure, ensuring decisions are made with velocity and documented with rigor, and keeping multiple tracks aligned without creating overhead for the implementation teams doing the work.

• Core Function
• You will own the program management infrastructure: Mo SCo W tracker, decision log, status reporting, cross‑track dependency management, and the executive readout cycle.

You will also be a key partner in knowledge transfer to the client’s internal project manager, with the explicit goal of leaving behind a functioning PPM methodology at the end of the engagement.

• You will bring informed, program‑level challenge on technical sequencing, delivery risk, and integration decisions, translating complex technical inputs into governance‑ready language.

You are a partner to the architects and technical specialists in this program, not a replacement for them.

• What you’ll do
• Program governance & structure
• Own and maintain the Mo SCo W priority tracker across all workstreams, running prioritization sessions, challenging scope and benefits, keeping must‑haves clearly separated from could‑haves.
• Maintain the program‑level decision log, every decision documented with context, rationale, owner, date, and downstream dependencies.
• Manage the cross‑track dependency map across all active projects, flagging conflicts and sequencing risks before they become blockers.
• Produce weekly program status reports and executive readout materials, timeline, risks, decisions required, deliverable status, and escalation items.
• Chair or co‑chair weekly program cadence meetings; prepare agendas, ensure decisions are made (not deferred), and track action items through to closure.
• Own stage gate preparation across program phases, ensuring each tranche has documented entry and exit criteria, and that leadership has what it needs to make a clear go/no‑go call.
• Risk, issues & decision velocity
• Proactively surface risks, assumptions, and issues before they stall the program, with particular attention to integration points between implementation vendors, internal architecture, and the Transformation Office.
• Apply cloud transformation experience to anticipate where these programs typically break: integration complexity, scope drift, vendor dependency, and the gap between architecture decisions and delivery reality.
• Maintain a single source of truth for program status, what has been decided, what is open, and what is blocked, and communicate that view simply and consistently to all stakeholders.
• Support the development of decision and comparison matrices for platform, sequencing, and investment choices.
• Stakeholder & vendor coordination
• Coordinate across multiple implementation partners and internal teams without creating reporting burden for the people doing the work.
• Ensure that cloud platform vendor plans, risks, and dependencies are visible and integrated into the overall program governance model; this role governs vendor integration into the program, it does not replace vendor delivery management.
• Ensure that all project and other parallel initiatives remain aligned with the program’s scope and timeline, identifying overlap, dependency, and potential duplication.
• Support executive readout preparation, translating program status into clear, decision‑ready language for C suite, board, and lender audiences.
• Interface regularly with the client’s internal PMO and project manager, transferring methodology and building internal capability.

Partner with the Program Governance Lead on benefits tracking inputs and financial governance as needed.

• Build, operate, transfer
• Approach every process and framework you introduce with the intent to leave it behind, document all methodologies, templates, and cadences so that the client’s team can run the program operating rhythm independently after the engagement.
• What you’ll need
• 8+ years of program or project management experience, with at least 3 years leading enterprise cloud transformation programs.
• Demonstrated ownership of a cloud modernization program, cloud‑native platform build, large‑scale cloud migration, or equivalent.

You have led a program of this type, not just supported one, and you can speak to what went wrong as clearly as what went right.

• Experience running multi‑vendor, multi‑track programs where you were responsible for dependency management, cross‑team coordination, and keeping delivery honest against a strategic plan.

Hands‑on experience with PPM frameworks — Mo SCo W prioritization, RAID logs, decision logs, stage gate governance, and executive reporting cadences.

• Consulting or TMO/PMO model experience, not embedded in a single delivery team, but governing and orchestrating multiple workstreams from an independent program layer.
• Working knowledge of cloud transformation concepts, cloud‑native development, microservices, Dev Ops, infrastructure‑as‑code, and what these mean for program phasing and dependency management.
• Comfortable with cost modeling concepts (Cap Ex vs. Op Ex, total cost of ownership) at a governance level, an informed partner to the financial modeler, not the modeler.
• PMP certification.
• Preferred
• Experience with AWS.
• Experience with telecom, communications platforms, or regulated industries.
• AWS Cloud Practitioner or equivalent cloud fluency certification.
• Nice to have
• SAFe, PRINCE2, or equivalent transformation methodology.
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