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 executive relationship with Program leadership and executive stakeholders, author and maintain the Program's North Star vision document, and ensure that strategic decisions are made, not deferred.
You will run the program management infrastructure: MoSCoW 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 work closely with technical leads and architects to ensure Program-level decisions are made and documented, you do not need to be the technical expert, but you must know how to govern a Program where technical complexity is high.

What you’ll do:

Executive alignment & strategic leadership
- Serve as the primary relationship owner with Program leadership and executive stakeholders, the face of the engagement at the steering level.
- Author and maintain the Program North Star / executive vision document, keeping the strategic narrative current as decisions are made and context evolves.
- Chair executive steering sessions and Program board meetings, preparing agendas, driving decisions, and ensuring leadership always has a clear, decision-ready view of the Program.
- Translate complex technical and delivery inputs into executive-ready language for C-suite, board, and lender audiences.
- Maintain the Program-level dependency map across all tracks and ensure cross-track alignment without creating overhead for implementation teams.
- Own the build-operate-transfer plan, ensuring that methodologies and governance rhythms are absorbed by the client's internal team throughout the engagement, not handed over at the end.
Program governance & structure
- Own and maintain the MoSCoW 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.
- 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 delivery vendors, internal architecture, and the Transformation Office.
- Draw on Program leadership experience to identify where transformation Programs typically break, scope drift, vendor dependency, ungoverned decisions, and misalignment between delivery and business outcomes.
- 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 delivery partners and internal teams without creating reporting burden for the people doing the work.
- Ensure that vendor plans, risks, and dependencies are visible and integrated into the overall Program governance model, governing vendor integration into the Program, not replacing vendor delivery management.
- Interface regularly with the client's internal PMO and project manager, transferring methodology and building internal capability.

What you’ll need:

10+ years of program or project management experience, with at least 4 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 owning the executive relationship on a consulting or TMO engagement, not just reporting to stakeholders, but managing them, shaping their decisions, and holding the strategic narrative.
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 — MoSCoW prioritization, RAID logs, decision logs, stage gate governance, and executive reporting cadences.
Comfortable governing complex technical Programs without being the technical expert, able to ensure technical decisions are visible, documented, and connected to Program outcomes.
Familiarity with cloud transformation concepts at a governance level, enough to understand Program sequencing risks, vendor dependencies, and the implications of major architecture choices without needing to make them.
PMP certification.

Preferred:

Experience with telecom, communications platforms, or regulated industries.
SAFe, PRINCE2, MSP (Managing Successful Programs), or equivalent transformation methodology experience

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