Global Program Manager Advanced Manufacturing Technology

Role Overview

The PMO Program Manager is accountable for the governance portfolio management and execution discipline that turns nine independent Advanced Manufacturing and Digital Transformation SME roadmaps into a single governed fundable trackable portfolio. This is a foundational Year 1 role: it must be stood up early alongside the SMEs themselves so that the standards technology roadmaps and capital requests coming out of Joining & Surface Finishing Functional Test Manufacturing Quality Material Flow Automation & Robotics Maintenance & Reliability Manufacturing Systems/ERP Digital Twin and Industrial IoT are prioritized funded and executed against one common framework rather than nine separate ones. The role owns the operating model prioritization framework consolidated capital plan and execution tracking across every factory in the network Stiva 1 2 3 and 5 Durango and Cienega and reports directly to the VP of Advanced Manufacturing. This is explicitly not a desk-bound or office-based role: it is run through modern purpose-built digital program-management tools live visual dashboards digital action-plan and governance platforms AI-assisted meeting capture rather than static spreadsheets and it is led from the factory floor and the finance conference room in equal measure not from behind a screen. The PMO Program Manager must be equally fluent partnering with finance on capital business cases and ROI and with factory personnel schedulers engineers operators and plant leadership at Gemba seeing firsthand how initiatives are actually landing. Success requires the credibility to act as a leader of leaders: holding nine technical SMEs and plant leadership accountable to a common governance model without owning any of their technical domains directly; the financial and program-management rigor to consolidate capital decisions across a multi-site multi-country network; and an intense urgent hands-on highly organized approach that converts the roadmap into funded executing benefit-delivering initiatives rather than a well-organized backlog.

Key Accountabilities

A) Governance & Operating Model

Establish and maintain the portfolio governance charter that defines decision rights across SMEs plant leadership and finance what can be approved locally versus what requires steering committee sign-off. Own the RACI across the SME network plants and finance and run the recurring steering committee cadence with the VP of Advanced Manufacturing and plant leadership so the portfolio gets discussed and decided not just reported.

B) Portfolio & Prioritization

Own and continuously maintain the master technology and capital roadmap consolidating the initiatives coming out of all nine SMEs into one sequenced view by factory and by year. Establish and apply a standard prioritization framework SQDIP impact investment tier and speed-to-value so initiatives across every SME and factory are compared on the same basis. Own the stage-gate process (Identify Pilot Business Case Deploy Scale Sustain) that operationalizes the organizations experiment-deploy-scale philosophy and keeps initiatives from stalling indefinitely at any one gate.

C) Financial & Capital Management

Consolidate the capital plan across all factories and SMEs committed versus available capital by site and by year and partner directly with finance to keep it current. Own the business case template and ROI standard used by every SME so capital requests are comparable and auditable. Track benefits realization after deployment closing the loop on whether a funded initiative actually delivered the safety quality delivery inventory or productivity improvement it was funded to deliver.

D) Execution & Delivery Tracking

Maintain the portfolio through modern purpose-built digital program and project management tools live visual dashboards digital action-plan and governance platforms and AI-assisted meeting-minutes and action-item capture covering status spend schedule and risk across every active initiative SME and factory. Manual spreadsheets are not an acceptable substitute for this: decisions action items and status must be current visible and easy to update in real time not buried in a static file that goes stale between updates. Own the RAID log and the escalation path for risks and issues with particular attention to anything on the critical path of a capital-speed priority. Manage resource and capacity planning across the SME and plant engineering network so competing initiatives dont silently collide over the same scarce plant teams in the same quarter.

E) Standards Knowledge & Change Management

Build and maintain the template and tools library charter business case stage-gate checklist status reporting lessons-learned used consistently across all nine SMEs delivered through the same modern digital platforms rather than emailed spreadsheets. Stand up and run the center-of-excellence/lessons-learned repository so a solution piloted at one factory doesnt get silently re-invented at another. Track not just whether a global standard was published but whether it was actually adopted at each factory.

F) Hands-On Gemba Leadership & Results Delivery

This is not a desk position. Spend the majority of working time directly at the factory sites and with the SMEs not in a home office building reports to see firsthand whether governance is translating into real execution. Be equally fluent and comfortable in two very different rooms: the finance conversation where capital business cases ROI and budget trade-offs have to be made credibly and precisely; and the factory floor where schedulers engineers operators and plant leadership have to trust that this role understands their reality not just their status reports. Personally lead the resolution of the highest-priority portfolio-level blockers (funding gaps resource conflicts stalled gates) with a visible sense of urgency acting as a leader of leaders across a network of SMEs and plant leaders who do not report to this role and hold self and others accountable for converting the roadmap into funded executing benefit-delivering initiatives not a well-organized backlog.

Winning Behaviors

This role must model and embed Johnson Controls Winning Behaviors as the how:

• We Focus on What Matters We align our teams around customer needs and opportunities identified at Gemba set clear priorities that deliver the most value and enable data-informed decisions closest to where the work happens.

• We Win as One Team We seek and bring together different perspectives connect teams across the value stream to achieve shared goals address challenges constructively promote collaboration and enable ownership closest to the customer.

• We Own the Outcome We hold our teams accountable take ownership for team results drive clear and consistent execution and build systems that enable sustained performance always prioritizing safety and integrity.

• We Improve Everyday We create an environment where problems are surfaced transparently red is embraced as an opportunity to improve root causes are sustainably addressed and teams rapidly learn experiment adapt innovate and grow.

Key Leadership Attributes

A. Critical thinking. Ability to process and evaluate information challenge assumptions deal with complexity and make logically sound judgments about prioritization and trade-offs especially under ambiguity.

B. Strategic and systems thinking. Ability to see across the full portfolio nine SMEs multiple factories finite capital and capacity and anticipate how a decision in one area affects delivery in another. Ability to connect individual initiative decisions to the organizations longer-term capacity cost and capability strategy.

C. Learning agility & adaptability. Ability and willingness to learn quickly across nine unfamiliar technical domains without needing to become a subject-matter expert in any of them. Curiosity to understand enough of each SMEs world to govern it credibly.

D. Drive & achievement orientation. High internal standard for portfolio discipline and an unmistakable sense of urgency; not satisfied with a well-organized backlog but driven to convert roadmaps into funded executing benefit-delivering initiatives.

E. Resilience. Ability to remain calm confident and composed when competing priorities capital constraints or a stalled initiative create pressure from multiple directions at once. Ability to sustain credibility with nine SMEs and plant leadership over time.

F. Interpersonal awareness influence without authority and leadership of leaders. Ability to read SME plant and finance stakeholders and understand their constraints. Natural inclination to build trust persuade and hold accountable a network of technical experts and plant leaders who do not report to this role acting as a leader of leaders rather than a traditional line manager.

G. Disciplined and conscientious. Natural tendency toward rigor structure and follow-through in governance financial tracking and reporting. Internal bar for accuracy and completeness in a portfolio that spans multiple currencies sites and technical domains.

H. Leadership courage. Confidence and conviction to say no to a poorly justified capital request to escalate a stalled or at-risk initiative clearly and to hold a well-liked SME or plant leader accountable to the governance model.

I. Humility. Ability to place the portfolios success above personal authorship of any one framework or process; inclined to adapt the governance model based on what SMEs and plants actually need and to recognize that the best process improvements often come from the people using it daily.

J. Bias for action & hands-on presence. Genuine preference for being with SMEs and at the plants over running the portfolio purely from dashboards and status decks. Comfort working directly alongside technical experts and plant leadership to unblock a stalled initiative. Ability to move fast piloting a governance process quickly learning from what breaks and refining it rather than waiting for a perfect framework before rolling it out.

Knowledge & Experience

Required:

• Bachelors degree in Engineering Business or a related field; PMP or equivalent program/project management certification

• 12 years of progressive experience in program or portfolio management ideally within manufacturing industrial or other capital-intensive operations

• Demonstrated experience building and running a PMO or portfolio governance function from the ground up not just operating within an existing one

• Experience managing multi-million dollar capital portfolios across multiple sites or geographies

• Experience designing and driving adoption of a stage-gate or prioritization framework across technical and engineering stakeholders who do not report to the role

• Track record of hands-on engagement with technical teams and plant leadership not just producing reports from a distance; this is explicitly not a desk-bound or office-based role and success requires regular direct presence at the factory sites

• Demonstrated fluency operating comfortably in both finance conversations (capital business cases ROI budget trade-offs) and factory-floor conversations (with schedulers engineers operators and plant leadership) equally credible in both worlds

• Experience running a PMO through modern purpose-built digital program/project management platforms and live visual dashboards not manual spreadsheet-based tracking including digital action-plan and governance tools and AI-assisted meeting-minutes/action-item capture

• Experience partnering directly with finance on capital planning business cases and benefits realization tracking

• Willingness and ability to travel internationally (approximately 3050%) across the US and Mexico plant network

Strongly Preferred:

• PgMP or PfMP (program or portfolio management) certification in addition to PMP

• Experience specifically in advanced manufacturing automotive HVAC or other complex engineer-to-order/high-mix manufacturing environments

• Direct experience with modern PPM and digital governance tools (e.g. Planview Smartsheet Asana Jira/Confluence) and BI/visual dashboard tools (e.g. Power BI Tableau) and with AI-assisted meeting-capture/action-tracking tools (e.g. Microsoft Copilot ) as a replacement for manual spreadsheet-based governance

• Lean or Six Sigma certification or equivalent operational excellence experience

• Prior experience standing up a PMO in a global multi-country organization

• Bilingual English/Spanish given the US-Mexico plant footprint

Core Knowledge Expectations:

• Portfolio and program management methodologies (stage-gate hybrid-Agile PMI standards)

• Capital planning and business case/ROI methodology (payback IRR/NPV fundamentals)

• Financial acumen sufficient to partner credibly with finance on capital versus operating expense decisions

• Change management and adoption frameworks for rolling out standards across a diverse technical stakeholder base

• Risk management methodology (RAID logs escalation frameworks)

• Modern digital PMO tooling: purpose-built program/project management platforms live visual dashboards digital action-plan and governance systems and AI-assisted meeting-minutes and action-tracking tools used in place of manual spreadsheets

• Data and dashboard tools for portfolio-level reporting

• Ability to operate as a credible peer to technical SMEs without needing to master their individual technical domains

Success Measures

12-Month Expectations for Success (Role Scorecard Year 1)

• Portfolio governance charter RACI and steering committee cadence established and operating with the VP of Advanced Manufacturing and plant leadership

• Master technology and capital roadmap consolidated across all nine SMEs and published

• Standard prioritization framework and stage-gate process defined and piloted on 23 initiatives

• Business case template and ROI standard adopted by all nine SMEs

• Portfolio dashboard live with real project spend and status data across the network running on a modern digital PMO platform rather than manually maintained spreadsheets

• Trusted working relationships established with all nine SMEs plant leadership and finance

• Majority of working time demonstrably spent directly at the factory sites and with SMEs not solely in steering committee meetings or building reports with visible regular time also spent directly with finance

24-Month Expectations for Success (Role Scorecard Year 2)

• Full portfolio governance operating rhythm sustained and adopted enterprise-wide across all factories running entirely on modern digital PMO tools with no reliance on manually maintained spreadsheets

• Consolidated capital plan actively driving budget decisions not just tracking them after the fact

• Stage-gate process fully embedded with measurable improvement in on-time and on-budget delivery of technology initiatives

• Benefits realization tracking shows actual delivered ROI against projected ROI for completed initiatives

• Center-of-excellence/lessons-learned repository actively used with at least one documented case of avoiding a duplicate pilot across factories

• Recognized as the trusted go-to function for portfolio visibility and capital prioritization decisions at the VP level

HIRING SALARY RANGE: $112100.00 - $187100.00 USD Annual (Salary to be determined by the education experience knowledge skills and abilities of the applicant internal equity and alignment with market data.) This position includes a competitive benefits package. The posted salary range reflects the target compensation for this role. However we recognize that exceptional candidates may bring unique skills and experiences that exceed the typical profile. If you believe your background warrants consideration beyond the stated range we encourage you to apply. To support an efficient and fair hiring process we may use technology assisted tools including artificial intelligence (AI) to help identify and evaluate candidates. All hiring decisions are ultimately made by human reviewers. For details please visit the About Us tab on the Johnson Controls Careers site at Controls International plc. is an equal employment opportunity and affirmative action employer and all qualified applicants will receive consideration for employment without regard to race color religion sex national origin age protected veteran status genetic information sexual orientation gender identity status as a qualified individual with a disability or any other characteristic protected by law. To view more information about your equal opportunity and non-discrimination rights as a candidate visit EEO is the Law . If you are an individual with a disability and you require an accommodation during the application process please visit here.

Required Experience:

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