Director, IT Portfolio & Product Management

Position Summary

Resource Label Group (RLG) is seeking a Director, IT Portfolio & Product Management to take ownership of, mature, and scale the IT portfolio governance function that guides technology investment across the enterprise. RLG launched its IT PMO in early 2026. Intake, stage-gate governance, and portfolio tracking are in place and are currently operated by an IT leadership committee.

This role becomes the single accountable owner of that function. It will evolve the PMO from an IT-led discipline into an enterprise operating capability that supports ERP consolidation, data and analytics, cybersecurity, AI, and M&A integration across 28 locations. The successful candidate will help move IT from a project-driven organization to a capability-driven, product-oriented one.

That means establishing clear ownership and decision rights, defining success before work is funded, building an outcome-based multi-year roadmap, and giving executives a clear view of priorities, capacity, risks, and value delivered. The role governs the portfolio today and leads RLG's transition toward a product operating model over time.

What You'll Do

Portfolio Management & Governance Assume operational ownership of the existing IT PMO, including intake, stage gates, portfolio tracking, and executive reporting, and transition it from committee-run to role-owned. Lead enterprise technology portfolio planning, prioritization, and governance. Facilitate executive portfolio reviews, steering committees, and investment decisions, including a Business--IT Steering Council with the CIO, CFO, and business unit leaders.

Establish accountable owners and decision rights for products, platforms, and initiatives across IT teams and business units. Maintain the initiative dependency map and portfolio risk register, and give leadership visibility into portfolio health, risks, dependencies, and resource constraints. Work with business-side transformation leadership to coordinate initiatives that span IT and the business, moving toward a single RLG PMO.

Outcome-Based Roadmap & Product Operating Model Own the integrated, multi-year enterprise technology roadmap, combining domain roadmaps into one sequenced, capacity-aware plan that links each investment to the business outcome it is meant to deliver. Maintain capability-based roadmaps across ERP, Data & Analytics, AI, Cybersecurity, Infrastructure, and Business Applications.

Anchor prioritization and investment decisions in expected business value, not delivery activity alone. Introduce product and platform ownership practices that improve accountability, prioritization, and continuous value delivery, and lead RLG's phased transition toward a product operating model. Problem Definition & Discovery Standards Own the enterprise method for problem definition and discovery: how business problems are framed, how desired outcomes are defined, and how solution options are evaluated before work reaches a delivery backlog.

Lead discovery directly for major and cross-domain initiatives, working with business leaders, IT Business Partners, and Business Analysts to co-solve business problems, define outcomes, and evaluate solution options before work is committed to delivery. Build discovery capability in the Business Analyst team, developing BAs from requirements capture toward problem framing, outcome definition, and solution evaluation.

Ensure every major initiative enters delivery with a clear problem statement, defined outcomes, and agreed success metrics. Success Definition & Value Realization Require defined success metrics for every major investment before funding, recognizing that measures differ across delivery, operational management, and business execution.

Establish benefits realization tracking that ties initiatives to business value and value-creation-plan (VCP) outcomes, and report on whether expected outcomes are achieved after go-live. Demand, Capacity & Sourcing Own the enterprise prioritization and capacity process: cross-domain trade-offs, sequencing, and work sizing.

Build and maintain an IT FTE capacity model that balances Run, Improve, and Transform work against finite internal, partner, and offshore resources. Provide build / buy / outsource input for each capability pillar, in partnership with IT leadership and vendor management. Drive transparency and discipline in prioritization decisions.

Change Management & Adoption Embed change management in every major initiative, including readiness assessments, business sponsors, and site-level change champions. Build and run the plant change champion network that supports ERP consolidation and other enterprise rollouts. Maintain an RLG-wide change calendar to coordinate deployments, maintenance, and transformation work and avoid conflicts.

Run post-go-live adoption reviews to confirm that new systems and processes stick. M&A Integration Own and evolve the IT M&A integration playbook, from the current minimum viable version to a repeatable, standardized integration model. Plan and govern IT integration work for new acquisitions so that each one reduces complexity rather than adding to it.

Coaching & Team Leadership Coach IT Business Partners, Business Analysts, and emerging product owners on product practices, including discovery, outcome definition, and prioritization, leading through influence while the role is an individual contributor. As the portfolio grows, build and lead a team of Project Managers and, over time, product-oriented roles.

Executive Planning & Decision Support Support annual planning, budgeting, and investment decisions. Provide executive-level reporting focused on outcomes, risks, trade-offs, and business value. Help leadership make informed decisions on priorities, sequencing, and funding. How This Role Works With Others IT Business Partners own domain-level demand: they shape business needs, frame business needs in their domains and partner with this role on discovery, own business cases, and manage relationships with domain leaders.

This role owns the enterprise view : cross-domain prioritization, capacity, sequencing, governance forums, and the integrated roadmap that combines Business Partner input. Business Analysts apply the enterprise discovery method and translate defined outcomes into delivery-ready requirements; this role coaches and develops their discovery skills.

IT Delivery Leads and Vendors execute approved work against a stable, sequenced backlog. Director of Data & Analytics / Data Governance Council: data definitions and KPI ownership sit with the Data Governance Council. This role ensures data initiatives are prioritized and sequenced within the overall portfolio, and coordinates decisions between the two forums.

Business Transformation Leadership: partner on initiatives that span IT and the business, and on the path to a single RLG PMO.

What We're Looking For

10+ years of experience in portfolio management, PMO leadership, product management, strategic planning, or enterprise technology transformation. Experience building or substantially maturing governance, prioritization, portfolio management, or PMO capabilities, ideally in an organization in transition. Hands-on ability: comfortable personally building roadmaps, capacity models, governance artifacts, and executive reporting, not only directing others to do so.

Strong experience creating outcome-based technology roadmaps and managing competing priorities across a diverse portfolio. Practical experience with product operating model practices: problem discovery, outcome and success-metric definition, and product/platform ownership. Experience defining ownership and decision rights across matrixed teams and business units.

Experience coaching analysts, business partners, or product owners in product practices. Demonstrated success leading organizational change and driving adoption of new systems, operating models, and governance processes, including at the site or plant level. Strong executive communication, facilitation, and stakeholder management skills.

Experience supporting ERP, data, analytics, infrastructure, cybersecurity, or digital transformation initiatives. Preferred: experience in manufacturing, industrial, distribution, logistics, or private-equity-backed organizations; experience with M&A integration; exposure to multi-site ERP consolidation. Ideal Candidate We're looking for a builder who brings structure to environments with competing priorities, limited resources, and significant transformation goals.

The ideal candidate can take a working but early-stage PMO and turn it into a scalable enterprise capability, while guiding the organization toward a product operating model that focuses IT on business value, and can earn credibility both in the executive room and on the plant floor.