telus-digital - Program Manager
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Requirements
• 7+ years of experience in program or project management, with a track record of driving execution across complex, multi-team programs • Experience in training operations, learning & development, or a related operational environment strongly preferred • Proven ability to manage cross-functional teams and hold people accountable to results • Strong operational mindset — energized by execution, follow-through, and getting things done • Confident communicator capable of presenting clearly to senior leadership and clients • Experience building or managing governance frameworks, operational cadences, and reporting structures • PMP, PgMP, or equivalent certification preferred • Strong analytical thinking — comfortable working with KPIs, dashboards, and performance data • 2025 PPR Achieving or above • KEY SUCCESS METRICS • On-time, on-scope delivery of transformation initiatives across all workstreams • Achievement of program-level outcomes: efficiency gains, cost reductions, time savings, and gross margin improvement • Quality and consistency of program reporting to senior leadership • Team performance — PMs, BAs, LXDs, and SMEs delivering to standard and growing in their roles • Successful launch of Training Center of Excellence with active adoption across training teams • Stakeholder confidence in the program — measured through leadership and client satisfaction • Risk and issue resolution speed — blockers addressed and escalated before they derail delivery
Responsibilities
• 1. ROADMAP EXECUTION & DELIVERY OVERSIGHT • Ensure the transformation roadmap is actively executed — not just planned — by driving accountability across all workstreams • Translate the program vision and priorities into clear, actionable plans for PM cells and specialist teams • Monitor initiative progress at the program level, identifying workstreams that are ahead, behind, or at risk • Remove blockers, resolve cross-team dependencies, and escalate issues that could derail delivery • Ensure every project within the program has a clear owner, defined deliverables, and a realistic timeline • 2. TEAM LEADERSHIP & DAY-TO-DAY MANAGEMENT • Directly manage two cells of Project Managers, providing clear direction, prioritization support, and performance oversight • Lead the cross-functional team of Business Analysts, Learning Experience Designers, and Training SMEs, ensuring collaboration and alignment • Coach and support team members to develop their capabilities and grow into their roles • Hold the team accountable to deadlines, quality standards, and program commitments • Step in hands-on when needed — joining client presentations, supporting escalations, or directly driving workstreams that need reinforcement • 3. PROGRAM GOVERNANCE & OPERATIONAL RHYTHM • Establish and maintain the program's operating cadence — status meetings, review checkpoints, and decision forums • Ensure all initiatives follow consistent project management standards and reporting formats • Maintain a clear, up-to-date view of the full program portfolio: what is active, what is at risk, what has been completed • Coordinate resource allocation across PM cells to ensure bandwidth matches priorities • Flag capacity issues, scope creep, or misalignment early and bring solutions, not just problems • 4. PROGRESS REPORTING & STAKEHOLDER COMMUNICATION • Own the program-level reporting to senior leadership — providing accurate, timely, and actionable updates on initiative status and outcomes • Prepare and present program dashboards, milestone summaries, and performance reviews for RVPs and executive stakeholders • Lead or support presentations to clients and external stakeholders where program representation is required • Ensure reporting from Business Analysts is accurate, complete, and aligned with what leadership needs to see • Proactively communicate wins, risks, and course corrections — keeping stakeholders informed and confident in the program • 5. MEASURES OF SUCCESS & OUTCOME ACCOUNTABILITY • Ensure every initiative has defined, measurable success criteria established before execution begins • Track KPIs and outcomes across all workstreams — efficiency gains, cost savings, time reductions, gross margin improvement • Hold project teams accountable to achieving their targets, not just delivering their activities • Conduct regular outcome reviews to assess whether completed initiatives are delivering the expected impact • Escalate to senior leadership when program results are not tracking to expectations and drive corrective action • 6. TRAINING CENTER OF EXCELLENCE (COE) BUILD-OUT • Lead the operationalization of the Training Center of Excellence, turning the leadership vision into working structures and standards • Ensure best practices identified through transformation projects are documented, validated, and embedded into the CoE • Drive adoption of CoE standards across training teams, new client launches, and location openings • Maintain the CoE as a living, actively used resource — not a documentation archive • Coordinate with Training SMEs and LXDs to ensure CoE content reflects current operational realities • 7. RISK & ISSUE MANAGEMENT • Maintain a program-level risk register and ensure issues are being actively worked, not just logged • Identify cross-workstream risks that individual PMs may not see and intervene before they become problems • Make timely decisions that keep initiatives moving and resolve ambiguity for the team • Create a culture where risks are surfaced early, and the team feels empowered to flag concerns without hesitation
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