Senior Manager Strategic Programs

Scope of Responsibility and Authority This role owns assigned enterprise programs end-to-end, including program definition, integrated planning, governance, execution, risk management, executive reporting, change readiness, and value realization. The Senior Manager, Strategic Projects establishes the operating cadence, drives decisions within approved scope and budget, and holds workstream leaders accountable for commitments while escalating material changes, unresolved cross-functional conflicts, and risks that could affect business outcomes. The role partners closely with executive sponsors and leaders across all enterprise functions. All programs must be delivered in accordance with AFS governance, contractual obligations, security requirements, and applicable regulatory and audit standards. Core Responsibilities Lead complex, enterprise-wide programs from strategy and business case through implementation, adoption, stabilization, and value realization. Translate strategic objectives into integrated program roadmaps with clear scope, outcomes, milestones, dependencies, resources, decision points, and success measures. Leverage AI and other tooling to build scale in the approach to strategic program execution. Establish fit-for-purpose governance, decision rights, workstream structures, operating cadences, and executive reporting that enable timely decisions and transparent accountability. Align and coordinate cross-functional workstream leaders, ensuring commitments are understood, dependencies are actively managed, and teams deliver against agreed outcomes. Identify, assess, and actively manage program risks, issues, assumptions, and dependencies, escalating material concerns with clear options and recommendations. Manage program budgets, resource plans, vendor commitments, and delivery forecasts, maintaining visibility into financial performance and capacity constraints. Partner with business and functional leaders to define change impacts, stakeholder engagement, communications, training, and adoption plans that embed new capabilities into day-to-day operations. Provide concise, decision-oriented updates to executive sponsors and governance forums, clearly communicating progress, tradeoffs, risks, required decisions, and expected business impact. Define and track program outcomes, adoption measures, and value-realization indicators, ensuring ownership transitions effectively to the business and benefits are sustained after implementation. First 12 Months Outcomes: What Success Looks Like Success in the first year is defined by establishing a trusted enterprise program management capability and delivering measurable progress across AFS's highest-priority transformation initiatives, while maintaining disciplined governance, stakeholder alignment, and operational continuity. A key measure of success will be increased speed of execution and higher fidelity to stated program outcomes. Establish an integrated view of assigned enterprise programs within the first 90 days, including scope, milestones, dependencies, resources, risks, decision needs, and expected business outcomes. Implement a consistent governance and executive reporting cadence for all assigned programs within the first 90 days, with clear decision rights, accountable owners, and documented escalation paths. Deliver committed program milestones on time or through an approved re-baseline, with no material risk or delay reaching executive sponsors without a documented mitigation plan. Maintain active risk, issue, dependency, and decision logs for 100% of assigned programs, with material items escalated through the appropriate governance forum before they affect critical-path commitments. Achieve clear sponsor and workstream-owner alignment on scope, outcomes, roles, and priorities for each assigned program, with unresolved conflicts elevated promptly and accompanied by actionable recommendations. Stand up a concise enterprise program dashboard reviewed on a regular cadence with executive sponsors, providing a clear view of milestones, risks, decisions, ownership, and business impact. Complete effective transition plans for implemented capabilities, including business ownership, adoption measures, support expectations, and post-launch value tracking. Ways of Working Operate with clarity and discipline - creates structure in ambiguity, defines ownership, and keeps teams focused on the decisions and outcomes that matter most. Lead through influence - earns trust across functions, aligns stakeholders with different priorities, and drives accountability without relying on direct authority. Communicate for action - provides concise, transparent updates that clarify progress, tradeoffs, risks, and required decisions for executive and cross-functional audiences. Balance urgency with sound judgment - moves work forward quickly while respecting business constraints, customer commitments, compliance obligations, and operational readiness. Model a practical, outcome-oriented mindset - focuses on measurable value, removes friction, and helps teams move from discussion to execution. Profile The ideal candidate is a practical, trusted program leader who brings order to complex enterprise work without adding unnecessary bureaucracy. This individual is comfortable operating in ambiguity, can move seamlessly between executive strategy and detailed execution, and understands how to align stakeholders around shared outcomes #J-18808-Ljbffr Automated Financial Systems, LLC