Delivery Lead, Enterprise Programs (EPMO)

Job Description

Job Description

Job title: Delivery Lead, Enterprise Programs (EPMO)

Reports: Head of EPMO

Department: Enterprise Project Management Office (EPMO)

Location: Remote

Grade: 21

About Priority Commerce: 

 

Priority Commerce is a leading financial technology company on a mission to deliver a personalized, easy-to-adopt financial toolset that accelerates cash flow and optimizes working capital for businesses. Our vision is to eliminate the barriers to unlocking revenue - empowering businesses to grow faster and operate smarter.

We achieve this through the Priority Commerce Engine, an innovative platform that combines payables, acquiring, and banking and treasury solutions. This unified approach allows businesses to streamline financial operations, reduce unnecessary costs, and uncover new revenue opportunities.

At Priority Commerce, we're driven by results. We expect our people to be known for results - bringing expertise, momentum, and relentless focus to every challenge, helping our clients and each other thrive.

About the Role:

 

This role leads Enterprise Programs, the Enterprise PMO tower responsible for Priority's largest internal cross-functional delivery. The tower has two halves. The first is enterprise business system programs ERP, CRM, HRIS, and data platform deployments and upgrades together with transformation programs that cut across more than one business function. The second is an established internal delivery bench covering infrastructure and cloud operations, enterprise architecture, AI-enabled functions, delivery for the regulated business functions, and the data platform. You will personally run the largest active program while leading the team that runs the rest, and you will own intake and prioritization, with business stakeholders, for the internal bench directly until a dedicated portfolio shaping role is stood up alongside Strategy & Portfolio Management.

This is a practitioner leader role, not a pure people management role. Enterprise Programs runs the programs that deploy and upgrade the company's enterprise business systems; it does not own the systems. The owning function, Finance for ERP, Sales for CRM, HR for HRIS, IT for infrastructure, sets the requirements and makes the call on system content and go-live readiness. 

Responsibilities: 

• Personally, leads the largest active enterprise program, end to end from business case through go-live.

• Oversees the Program Managers running multi-quarter enterprise business system programs and scales the team as the portfolio grows.

• Owns the tower's delivery standard for enterprise system and transformation programs, including stage gates, testing and cutover discipline, and go-live readiness evidence.

• Owns vendor and systems integrator delivery management on the tower's programs, holding partners to their commitments and escalating performance problems early through the governance forum.

• Builds and holds the working relationship with the business system owners in Finance, Sales, HR, and IT, so that requirements and go-live decisions stay with the function while delivery accountability stays with the tower.

• Leads the internal delivery bench directly, infrastructure and cloud operations, enterprise architecture, AI-enabled functions, delivery for the regulated business functions, and the data platform, across three delivery pillars.

• Owns intake and demand triage for shared services work, applying the engagement criteria so every request is dispositioned as EPMO led, governance only, or handed to the functional owner. Holds the line so the bench works a triaged portfolio rather than an open backlog.

• Shapes strategy and business cases for shared services work before it reaches a delivery manager and agrees pillar priorities and dispositions with the CIO.

• Delivers against approved business cases, and on fixed-budget projects manages third-party spend, vendor fees, hardware, and licensing against the approved project budget, raising variance early. Internal resource dollars and general capital allocation are not tracked against initiatives today.

• Reports delivery status, risk, and go-live confidence through the EPMO Intelligence Portal to the standard set by PMO Operations and the Center of Excellence.

• Develops the team against the EPMO career progression framework, placing and promoting on demonstrated scope rather than tenure.

What Success Looks Like:

Business system owners treat the tower as the way to get a deployment done rather than as a threat to their ownership. The boundary holds without needing to be re-argued each program.

• Enterprise programs land on time and within the approved business case at the rates the tower commits to, and where they will not, that is visible early enough to act on.

• Intake discipline holds. The internal bench works a triaged portfolio rather than an open backlog, and demand is turned away when it should be.

• Vendor and systems-integrator performance is actively managed, with problems surfaced in time to correct rather than reported after the fact.

• The internal delivery bench that moved into this tower stays, and takes on greater scope.

Candidate Requirements:

Required

• 10–12 years in program management, including named CRM, ERP, or HRIS deployments delivered end to end. Depth on at least one full lifecycle from business case through stabilization.

• Experience leading a program where a business function, not the delivery team, owned the system and the requirements, with evidence of holding that boundary under pressure.

• Vendor and systems integrator management on a major deployment, including having held a partner to commitments and recovered a slipping workstream.

• People leadership, with the credibility to run a program, hands on, while leading a small team of senior practitioners.

• Experience delivering against an approved business case and managing third-party spend vendor, hardware, and licensing against a fixed project budget, reporting variance without being asked.

• Experience delivering in a regulated environment such as SOC 2 or PCI DSS, including programs gated by risk, compliance, or audit requirements.

• Executive facing communication. Credible presenting delivery risk to senior leadership and to functional executives who own the system being changed.

• Experience running an intake and demand triage model against a constrained bench, deciding what the team takes on, what it governs only, and what it hands back, and making those decisions stick.

• Experience leading internal shared services, infrastructure, or enterprise architecture delivery.

• PMP or equivalent certification.