Locations: Boston | London
Who We Are
Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we help clients with total transformation-inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact.
To succeed, organizations must blend digital and human capabilities. Our diverse, global teams bring deep industry and functional expertise and a range of perspectives to spark change. BCG delivers solutions through leading-edge management consulting along with technology and design, corporate and digital ventures—and business purpose. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, generating results that allow our clients to thrive.
What You’ll Do
Delivering our clients unrivalled experience of exceptional service, value and flexibility is part of our DNA. As a Global IT Program Management Director, you will lead the orchestration of large-scale, high-impact, cross-functional programs across BCG’s IT and platform engineering ecosystem. You will play a pivotal role in translating high-level strategy into executable roadmaps and ensuring consistent, outcome-driven delivery across portfolios. This role is critical in scaling platform engineering and managing complexity at an enterprise level.

Among your responsibilities, you will:

• Lead and Orchestrate Complex, Cross-Functional Programs
• Own the end-to-end lifecycle of large, strategic programs involving multiple domains, platforms, and functions.
• Establish strong program governance frameworks, operating rhythms, and execution models.
• Define clear outcomes and align cross-functional teams (architecture, security, platform engineering, delivery squads) around them.
• Drive transparency, accountability, and visibility to leadership and stakeholders through structured reporting and engagement.
• Drive Platform Vendor Management
• Drive long-term vendor strategy by managing complex MSP relationships, overseeing 300+ vendors, and ensuring strong alignment with delivery leadership.
• Drive sourcing strategies in partnership with Procurement and Platform leadership to strengthen governance, improve delivery models, reduce risk, enhance vendor performance, unlock cost savings and improve operational efficiency.
• Oversee the full vendor lifecycle from demand forecasting to performance management, ensuring consistency, efficiency, and alignment with program goals.
• Lead budgeting, financial analysis, and value realization from vendor investments; monitor SLA/MSA compliance, conduct performance reviews, and provide insights to leadership.
• Continuously refine sourcing practices, vendor management processes, and training to build a consistent framework; contribute to cross-functional initiatives that enhance IT VMO capabilities.
• Drive Execution and Bridge Strategy to Delivery
• Operationalize strategic visions into structured program delivery roadmaps with milestones, KPIs, and risk mitigations.
• Anticipate and collaborate to mitigate blockers across domains and dependencies.
• Manage interdependencies, cross-program risks, and organizational alignment.
• Lead program-level cadences and drive consistent progress across squads and functions.
• Manage Complexity and Prevent Fragmentation
• Navigate multi-threaded initiatives with legacy constraints and competing priorities.
• Coordinate execution across TMO, engineering, product, and other domains to reduce rework and delay.
• Act as an integrator of planning, timelines, resources, and sequencing across initiatives.
• Enable Delivery Teams and Foster a High-Performing Program Ecosystem
• Free up engineering and tech leads to focus on build and delivery by owning communication, stakeholder engagement, and orchestration.
• Identify and manage resource gaps, role clarity issues, and team dependencies.
• Build a repeatable framework and discipline for cross portfolio large program management within platform engineering.
• Champion Culture, Agility, and Continuous Improvement
• Embed programmatic excellence, business agility, and delivery discipline within the platform engineering organization.
• Promote a culture of high accountability, clear ownership, and performance metrics.
• Regularly evaluate and improve program delivery frameworks, tooling, and ways of working.

• Lead and Orchestrate Complex, Cross-Functional Programs
• Own the end-to-end lifecycle of large, strategic programs involving multiple domains, platforms, and functions.
• Establish strong program governance frameworks, operating rhythms, and execution models.
• Define clear outcomes and align cross-functional teams (architecture, security, platform engineering, delivery squads) around them.
• Drive transparency, accountability, and visibility to leadership and stakeholders through structured reporting and engagement.
• Drive Platform Vendor Management
• Drive long-term vendor strategy by managing complex MSP relationships, overseeing 300+ vendors, and ensuring strong alignment with delivery leadership.
• Drive sourcing strategies in partnership with Procurement and Platform leadership to strengthen governance, improve delivery models, reduce risk, enhance vendor performance, unlock cost savings and improve operational efficiency.
• Oversee the full vendor lifecycle from demand forecasting to performance management, ensuring consistency, efficiency, and alignment with program goals.
• Lead budgeting, financial analysis, and value realization from vendor investments; monitor SLA/MSA compliance, conduct performance reviews, and provide insights to leadership.
• Continuously refine sourcing practices, vendor management processes, and training to build a consistent framework; contribute to cross-functional initiatives that enhance IT VMO capabilities.
• Drive Execution and Bridge Strategy to Delivery
• Operationalize strategic visions into structured program delivery roadmaps with milestones, KPIs, and risk mitigations.
• Anticipate and collaborate to mitigate blockers across domains and dependencies.
• Manage interdependencies, cross-program risks, and organizational alignment.
• Lead program-level cadences and drive consistent progress across squads and functions.
• Manage Complexity and Prevent Fragmentation
• Navigate multi-threaded initiatives with legacy constraints and competing priorities.
• Coordinate execution across TMO, engineering, product, and other domains to reduce rework and delay.
• Act as an integrator of planning, timelines, resources, and sequencing across initiatives.
• Enable Delivery Teams and Foster a High-Performing Program Ecosystem
• Free up engineering and tech leads to focus on build and delivery by owning communication, stakeholder engagement, and orchestration.
• Identify and manage resource gaps, role clarity issues, and team dependencies.
• Build a repeatable framework and discipline for cross portfolio large program management within platform engineering.
• Champion Culture, Agility, and Continuous Improvement
• Embed programmatic excellence, business agility, and delivery discipline within the platform engineering organization.
• Promote a culture of high accountability, clear ownership, and performance metrics.
• Regularly evaluate and improve program delivery frameworks, tooling, and ways of working