VP, Project Management Office candidate in Centreville, Virginia, United States

Summary

Senior PMO and delivery executive with extensive experience leading complex, multi stakeholder programs, building enterprise PMOs, and driving cross functional alignment across technical, operational, and business functions. Known for modernizing delivery models, improving predictability, and establishing governance frameworks that strengthen execution discipline and accelerate time to value.
Adept at leading Professional Services delivery, large scale system implementations, and multi program portfolios in environments with structured oversight, compliance expectations, and formal review cycles. Recognized for elevating organizational maturity through standardized methodologies, data driven reporting, and scalable operating models. Skilled at partnering with senior executives to shape strategy, optimize performance, and deliver measurable business outcomes.

Built enterprise PMOs that standardized delivery, governance, and KPIs across global teamsreducing red status projects by 50% and accelerating executive decision cycles by 10 days.
Directed global deployment of enterprise platforms to 70,000 users, improving reporting accuracy, operational transparency, and organizational alignment.
Led multi year transformation initiatives across 13 international teams, implementing standardized PI planning and sustaining 80%+ velocity improvements.
Delivered 36% gross margin and 15% YoY growth on a $20M portfolio through operational discipline and structured performance management.
Modernized delivery models by consolidating shared services, improving scalability, increasing utilization by up to 20%, and boosting client satisfaction.
Designed automated dashboards, audit mechanisms, and visibility frameworks adopted by C suite and board stakeholders.

Expectations

My expectation is that the VP PMO rolewhether fulltime or fractional/consultingis positioned as a strategic partner to the executive team, with the authority and sponsorship necessary to align portfolio priorities with business strategy. The PMO should not be reduced to a reporting function, but instead serve as a driver of execution excellence, providing enterprise visibility into performance, risks, and resource allocation to enable informed decisionmaking at the highest levels.

I expect the PMO to be empowered to establish and enforce governance frameworks that drive consistency, predictability, and accountability across programs. This requires a culture of collaboration where the PMO is seen as an orchestrator across product, engineering, operations, and clientfacing teams. In a fulltime capacity, this means leading the ongoing evolution of delivery practices, tooling, and talent development. In a consulting or fractional capacity, it means building sustainable structuresframeworks, processes, and capabilitiesthat can be owned and operated by internal leaders once the engagement concludes, including coaching and mentoring staff to ensure continuity.

Transparency and access to data are critical in both contexts, as they allow the PMO to provide executives with clear insights and decision support. Finally, my expectation is that the PMO is outcomeoriented: success should be measured not only by adherence to process but by tangible business value deliveredclient satisfaction, operational efficiency, financial performance, and strategic impact. Whether serving fulltime or in a consulting engagement, the VP PMO role should be seen as a catalyst for organizational maturity, enabling predictable, highquality results while fostering a culture of accountability and collaboration.