Run governance like it matters - because it does.
- Design and maintain project governance frameworks that define accountability, escalation paths, and decision-making checkpoints.
- Keep a live project and risk register covering progress, dependencies, financial exposure, and compliance risks.
- Maintain executive dashboards and PMO reports that give leadership real visibility - not a sanitised summary.
- Enforce stage gates and approval processes before any contractual, financial, or delivery commitment is made.
- Run post-implementation reviews that actually produce lessons, not just documentation.
Keep every part of the business aligned.
- Serve as the central coordination point across Commercial, Product, Engineering, HR, Finance, Legal, and Delivery.
- Lead project initiation, steering, and review meetings - and make sure they produce decisions, not just updates.
- Maintain consistent communication with internal and external stakeholders through dashboards, executive summaries, and progress reports that people actually read.
- Facilitate procurement and vendor coordination, ensuring external partners meet internal standards and regulatory requirements.
Manage third-party and vendor risk.
- Oversee vendor and third-party onboarding governance - tools, processors, and contractors must meet data protection and regulatory standards before they touch a project.
- Maintain a Third-Party Risk Register tracking compliance obligations, privacy safeguards, and mitigation activities.
- Coordinate with Legal, Compliance, and Data Privacy on risk assessments, incident responses, and breach reporting related to external partners.
Bring the same rigour to internal programmes.
- Extend the PM framework beyond client projects to internal strategic initiatives - process transformation, system rollouts, product programmes.
- Track progress against annual strategic objectives and KPIs, and report it clearly to leadership.
- Develop and maintain standardised PM tools, templates, and procedures that the wider team can actually use.
You are responsible for outcomes: projects that land on time, within budget, and without surprises.
You have 5+ years in project or programme management, preferably in SaaS or enterprise technology. You have managed complex, multi-workstream projects and you know what good governance looks like in practice.
- You are comfortable holding multiple complex projects simultaneously without dropping the thread on any of them.
- You think in terms of risk before others see it. You flag early, escalate when you should, and never let a problem fester because it was uncomfortable to raise.
- You have real financial acumen - cost modelling, budget tracking, and ROI analysis are not tasks you hand off.
- You can influence without authority. You work across functions where you do not control the resources, and you still get things done.
- Your communication is clear, structured, and calibrated to the audience - whether that is an engineer, a client, or a CEO.
- You hold a PMP, PRINCE2, or equivalent certification. You apply methodology pragmatically - the framework serves the project, not the other way around.
- You are comfortable in a fast-scaling environment where not everything is defined. You build the structure and improve it as you go.
Culturally, you are:
- Structured but not rigid.
- Proactive, not reactive.
- Calm when it gets complicated - and it will get complicated.
- Someone who takes ownership of outcomes, not just tasks.
