About the role

• This isn't a program manager who flourishes a Gantt chart in a steering committee and calls it leadership. The last person in a seat like this one filled governance forums with noise instead of answers, and the organisation is done with that. You'll be the one who reads a health check and sees a plan, not a crisis. You'll run four workstreams (roadmap and governance, platform foundations, data foundations, strategic use cases), and you'll be judged on whether the platform is actually better in twelve months, not on how polished your reporting deck looked along the way. Two business units pull against each other on a shared platform. You'll need to hold that tension without pretending it isn't there.DutiesRun delivery across all four workstreams to a standard that survives scrutiny, not just a deadline
• Build governance reporting that tells executives the truth about risk and progress, not a version of it
• Own the program budget and vendor spend, and know exactly where every dollar is going
• Earn trust across business units who've been burned before
• Spot the risks that turn into fires and deal with them before they do
• RequirementsReal experience leading a Salesforce program through actual complexity, not just scale
• Multi-cloud depth across Sales, Service, Experience and Marketing Cloud
• A program or agile delivery certification that backs up the experience (PMP, PRINCE2 Practitioner, SAFe, CSM or PSM II)
• Financial and vendor management you can defend under questioning
• The stomach to walk into a program with a documented list of what's wrong and choose to fix it anyway