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Open nowFirst seen 14 hours ago

Vice President, Strategic Portfolio Management

Associa406 open roles

Where
Richardson, TX, USA
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Your applicationOpen nowVice President, Strategic Portfolio ManagementAssocia · Richardson, TX, USA

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The clock on this job

Early applications get read.

12.3% of postings close within 7 days. Measured by our own scanner across the market. Associa postings stay open a median of 2 days.

Share of postings closed within
  1. 2.1%1 day
  2. 4.5%3 days
  3. 12.3%7 days
  4. 19.7%14 days
  5. 35.6%30 days
  6. 58.0%60 days
This job: first seen 14 hours ago

Associa median: 2 days open

The posting

The Vice President, Strategic Portfolio Management is the senior executive responsible for the organization's strategic portfolio management function, connecting enterprise strategy, prioritization, investment decisions, execution, and outcomes. The position is part of a newly established Strategy department, reports directly to the Chief Strategy Officer, and serves as a key member of the Strategy leadership team.

The Vice President owns the enterprise view of all strategic initiatives underway across the organization and the processes by which they are evaluated, prioritized, sequenced, and tracked to outcomes. The role serves as a trusted advisor to the Chief Strategy Officer and the executive team on the composition and health of the strategic portfolio, shapes the annual and multi-year strategic planning and investment cycle, and ensures governance and investment bodies receive decision-ready analysis and recommendations on a reliable cadence.

The Vice President holds full authority over the portfolio management function, its operating model, and its standards. Execution of individual initiatives remains with project and program management, and final enterprise investment decisions remain with executive governance bodies; the Vice President's mandate is to ensure those decisions are well-informed, consistently made, and followed through to measurable outcomes. As the department is newly formed, the Vice President is responsible for building the function, including its operating model, governance framework, team, and supporting tools, and for leading and developing the Strategic Portfolio Management team, beginning with a Portfolio Operations Analyst as a direct report.

Key Responsibilities:

  • Function leadership and build-out. Establish, lead, and continuously develop the strategic portfolio management function, including its operating model, governance framework, standards, tools, staffing plan, and budget; hire, develop, and manage the team as the function grows.
  • Executive advisory. Serve as a trusted advisor to the Chief Strategy Officer and executive leadership on portfolio composition, strategic alignment, investment balance, and portfolio-level risk, including advising on whether the portfolio as a whole reflects the organization's stated strategy and risk appetite.
  • Strategic planning integration. Shape and support the annual and multi-year strategic planning and investment cycle, ensuring portfolio priorities, capacity realities, and in-flight commitments inform strategy setting, and that strategy changes cascade into portfolio decisions.
  • Enterprise portfolio oversight. Own the consolidated, current view of all strategic initiatives from intake through completion and benefits realization, and partner with delivery leadership to ensure approved initiatives transition effectively from decision into execution.
  • Prioritization and investment discipline. Own the enterprise process for evaluating, prioritizing, and sequencing initiatives against agreed strategic criteria; bring recommendations on portfolio composition, trade-offs, stop/start/continue decisions, and reallocation of investment to executive governance.
  • Governance leadership. Design and lead the portfolio governance cadence; chair or facilitate portfolio review forums as delegated by the Chief Strategy Officer; and ensure steering and investment committees receive decision-ready analysis, options, and recommendations.
  • Dependency, resource, and risk management. Maintain enterprise visibility into cross-initiative dependencies, resource and capacity conflicts, and portfolio-level risk; resolve conflicts within delegated authority and escalate those requiring executive decision with clear options and a recommendation.
  • Executive and board-level reporting. Own the narrative, analysis, and insights behind portfolio reporting to executive leadership and, as required, the board, covering portfolio health, pipeline, risks, benefits realization, and decisions required.
  • Benefits realization. Establish and own the framework for tracking benefits and outcomes at the portfolio level, hold initiative sponsors accountable for benefit commitments through the governance process, and report on realized value against approved business cases.
  • Organizational adoption and change. Champion portfolio management discipline across the organization, building the sponsorship, capability, and stakeholder relationships required for the function's processes to be adopted and sustained.
  • At least 10 years of senior leadership experience in strategic portfolio management, enterprise PMO leadership, strategy realization, or a comparable function within a complex, matrixed organization
  • Track record of building or substantially maturing a portfolio management or comparable enterprise function, including operating model design, team leadership, and organizational adoption
  • Demonstrated success advising C-level executives and operating credibly in executive and board-level settings
  • Experience designing and leading formal governance or investment-decision processes, including facilitating prioritization and trade-off decisions among senior executives
  • Strong financial and commercial acumen, including business-case evaluation, investment analysis, and benefits realization
  • Experience with enterprise resource and capacity planning and with portfolio-level risk and dependency management
  • Demonstrated ability to lead through influence across organizational boundaries and to build sustained stakeholder sponsorship for new ways of working
  • Proficiency with portfolio management tools and reporting in support of executive decision-making
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