The posting
Job description
The Strategic Program Manager owns delivery of strategic programs emerging from Eurowag's company strategy. Programs are agreed by the Executive Committee as part of the strategic exercise and funded in the budget round. The role carries a program from framing through to delivery of the intended business outcome.
Ownership is end to end. The Strategic Program Manager sets the program logic, sequences the work, manages the dependencies between functions, and becomes the person with the strongest integrated understanding of the program's content across the company. Execution of individual subprojects remains with the functions, which retain their domain expertise and their accountability for delivery.
The role reports directly to the VP Operational Excellence, who leads the Strategic Programs Office and is accountable for the office's capability, standards and capacity allocation.
Main responsibilities Program ownership
- Translate an agreed strategic objective into an integrated program logic, an executable roadmap and a defined set of success criteria.
- Own delivery of the program outcome from framing through to handover, including scope, sequencing, dependencies, risks and budget.
- Structure the program into workstreams, agree what each function is committing to, and confirm that the capacity behind those commitments is real.
- Drive adoption after launch, including the training, communication and change work required for the outcome to hold.
Substance and problem solving
- Build enough command of the program's domain to challenge plans, assumptions and estimates put forward by functional experts.
- Distinguish reported symptoms from underlying execution problems, and drive issues through to resolution rather than reporting them onward.
- Where workstreams are working to incompatible assumptions, establish the consequence for the outcome, develop alternatives and bring a clear recommendation to the sponsor.
- Use governance to obtain decisions and unblock execution.
Cross-functional orchestration
- Integrate decisions across Product, Technology, Commercial, Finance, Legal, Operations and HR, and manage the sequencing between them.
- Hold workstream owners to their commitments through influence and evidence, escalating to the sponsor or the VP when that is not sufficient.
- Maintain a single, honest view of program status, including where the program is behind and what that means for the outcome.
Closure and handover
- Propose closure against the success criteria agreed at entry, evidencing that the handover conditions are met.
- Transfer continuing activity to a named owner in the receiving function, with the operating model in place, the cost moved into that function's run budget, measures folded into its normal reporting, and open items transferred with owners and dates.
- Hand back cleanly and move to the next program. The role does not accumulate permanent ownership of activity that belongs in the line.
Required qualifications
- Seven or more years in program delivery, transformation leadership or strategic consulting, with clear personal ownership of outcomes rather than coordination of others' plans.
- Demonstrated ability to ramp up quickly on an unfamiliar domain. The role changes subject matter between programs, and the expectation is to reach a level of command within weeks that allows the holder to challenge functional experts credibly on plan and assumptions.
- Track record of leading enterprise-wide change hands-on and pragmatically, in an environment where the program manager does not control the resources delivering the work.
- Strong structuring, problem-solving and analytical skills, with the judgement to know which problems matter.
- Credibility and influence with senior stakeholders, including the ability to disagree constructively with executives.
- Fluent English.
Desirable
- Background in top-tier strategy consulting, which typically develops the fast ramp-up and structuring capability the role depends on.
- Experience in mobility, e-mobility, payments, fleet management, logistics or a platform business operating across multiple countries.
- Experience of post-merger integration or multi-entity platform consolidation.
- Experience defining prioritization frameworks or portfolio governance.



