Senior Project Manager

Work Hours: EST (resource must support through at least 5:00 PM EST; non‑negotiable) Travel Requirement: Must be comfortable with travel to the Upper New York area Role Overview We are seeking a very Senior Project Manager (Senior PM / Associate Director level) who has experience with large ERP migrations to lead the front‑end workstream of a large, complex, in‑flight digital transformation program. This is a delivery‑heavy, execution‑focused role, not a PMO reporting or coordination position. The PM will be joining an active, high‑pressure initiative already underway—and will be expected to take ownership quickly, bring discipline and structure, and drive outcomes without slowing innovation. This role sits at the intersection of Customer Service, Design, Planning, Scheduling, and IT, supporting highly customized, customer‑critical workflows in a time‑sensitive, seasonal business environment. Business Context (Critical) The organization is executing a multi‑year digital transformation spanning: ERP Configurator platforms Front‑end workflow systems Internal IT and project management capacity is limited. Functional leaders are deeply embedded in day‑to‑day operations and cannot manage complex programs themselves. The front‑end workstream is the largest, most complex, and highest‑risk portion of the transformation. The business operates in a high‑touch, highly customized model with aggressive lead times and zero tolerance for disruption. The client wants organization, discipline, and execution rigor—without introducing heavy governance or slowing delivery as ERP implementation is already under way. Scope of Work 1. Front‑End Customer Service & Design Workflows Customer Service Design Operations Ensure workflows are: Scalable Intuitive Closely aligned to real business processes Translate business needs and user stories into clear, executable delivery plans. 2. Planning & Scheduling Enablement Lead front‑end planning and scheduling logic supporting different service lines of the client: Vinyl liners Pool covers Address current gaps related to: Scheduling Capacity planning Configurator integration Support early‑stage decision‑making around phased rollout strategies. 3. Program Execution & Cross‑Functional Leadership Drive execution across: Business stakeholders Customer service teams Design teams Operations IT and ERP partners Manage dependencies, risks, and sequencing in a high‑velocity environment. Maintain momentum—time is of the essence. Balance Agile/adaptive delivery with the business’s need for visibility, milestones, and predictability. Role & Environment Expectations This role requires a strong, resilient PMO leader who can operate under sustained pressure. The ideal candidate will demonstrate: Strong ownership and decisiveness Comfort being challenged directly by senior leaders Ability to operate effectively in ambiguity Executive presence and confidence Willingness to “take hits” and continue driving forward Required Experience & Skills Proven experience leading large, complex enterprise programs, including: ERP initiatives Front‑end systems CRM or workflow platforms Demonstrated ability to drive delivery, not just track progress Strong cross‑functional leadership and stakeholder management skills Experience working with: Aggressive timelines Limited internal resources High operational complexity Strong business acumen combined with solid technical understanding Comfortable managing leaders and workstreams, not individual tasks Domain Experience (Highly Preferred) Manufacturing or product‑centric environments Experience with complex order‑to‑manufacture or design‑to‑build workflows Prior exposure to similar environments or ecosystems is a strong plus Certifications & Seniority PMP strongly preferred Senior‑level PM only (Senior PM / Associate Director range) Not suitable for junior or mid‑level PMs Reporting & Governance Model Primary reporting: Business leader (front‑end owner) Expected to work very closely with IT while remaining business‑outcome focused Minimal governance overhead—speed with structure is the operating model Strategic Importance This is a mission‑critical initiative for the business. The expectation is that this role: Drives real outcomes Helps the client succeed end‑to‑end Acts as a true delivery partner—not just a staffing resource #J-18808-Ljbffr