Job Title: Project Management Office - Strategy & Governance Manager

Employment Type: Full-Time

About the Role

We are seeking a highly experienced FE Strategy & Governance manager to act as a single source of truth, informing cluster heads, and act as a stage-gate authority. In his role, he will be the “chief of staff engine” for the Factory Expansion PMO Head. Operational teams such Expert Support Group, Implementation Assurance, Training & Development, Project Controls, FE Finance and stay focused on execution inside their projects. In contrast, this function consolidates all program data and ensures that material decisions (quality Q-gates, change requests, scope shifts, contingency usage, escalation topics) are governed through a stage-gate / change-control discipline so every decision fits the overall program risk profile, budget, and capacity constraints and is benchmarked across projects for consistency and impact.

Key Responsibilities (with KPIs)

Risk & Opportunity Management

1.    Set the “system”: governance, standards, data foundation

·  Governance model + program operating system

o   Own governance structure, reporting cadence, templates, KPI dictionary, decision paper formats, RAID / action logs, meeting routines.

o   Outputs: governance FE handbook, template library, KPI dictionary (see KPI concept).

·  Data environment / single source of truth

o   Own databases, dashboards, master datasets, definitions; run plausibility checks and enforce consistency across projects.

o   Outputs: Dashboards, master datasets, data-quality rules.

2. Stage-gate / Quality-gate authority (readiness + decisions)

o   Define readiness criteria and run gate checks at key milestones (baseline approval, contractor award, site readiness, commissioning readiness, etc.).

o   Ensure decisions run through this function because it holds the consolidated view and can benchmark across projects.

o   Outputs: Gate checklists, readiness assessments, go/no-go decision with conditions, decision log, benchmarking, escalation packs.

·  Central change control (single intake + triage + threshold-based escalation)

o   Route all change requests through one intake to document impacts on schedule / risk / EHQS / capacity / interdependencies; prevent silent scope creep.

o   Triage and escalate only what exceeds thresholds.

o   Outputs: Change register, impact assessments, mitigations & corrective actions, escalation recommendations.

·  Scope integrity & scope creep prevention

o   Maintain scope baselines (inout), track deviations centrally, identify cross-project creep patterns.

o   Outputs: Scope baselines, scope deviation log, trend insights (MTA / MTS).

·  Contingency governance + Change Control Board (with Finance)

o   Run a delegated-authority decision forum; govern contingency usage; escalate only material impacts to Factory Expansion Head (to be specified) / SteerCo.

o   Outputs: Approval/decline records, contingency governance, escalation packs.

3.    Steer the “portfolio”: program steering, scenarios, capacity, benefits

·  Program steering cadence (early intervention, pre-escalation)

o   Run structured steering to highlight priorities, trade-offs, and interventions before issues reach Factory Expansion Head / SteerCo.

o   Outputs: Intervention list, decision proposals, management narrative.

·  Scenario planning & resilience playbooks

o   Build “if X happens, we do Y” playbooks for supplier failure, EHQS events, regulatory delays, geopolitical disruptions, downturns—incl. triggers, corrective actions, decision rights, comms.

o   Outputs: Scenario triggers, response guides, tabletop exercises.

·  Data-driven capacity steering and Make or Buy recommendations

o   Use program-wide capacity and performance data to propose allocations and options, aligned with Finance.

o   Outputs: Capacity dashboard, options analysis, recommendation papers.

·  Benefits (saving) realization + program performance improvement

o   Track whether promised benefits are delivered (cost, capacity, throughput, quality, time-to-market) and replicate what works.

o   Outputs: benefits tracking, lessons learned system, improvement actions.\

4.    FE Management Support: chief-of-staff layer for Factory Expansion Head

·  Executive readiness (SteerCo / 30x30 Reporting / leadership routines)

o   Turn consolidated data into decision-ready material: storyline, key asks, options with consequences, recommended path; align stakeholders before meetings.

o   Outputs: Pre-reads, decision papers, 30x30 packs, single narrative.

·  Strategic topics & cross-functional alignment (chief of staff tasks)

o   Drive strategic initiatives that span projects / functions (e.g., operating model tweaks, governance upgrades, special investigations, priority initiatives from Factory Expansion Head).

o   Outputs: Strategic initiative plans, alignment notes, progress tracking.

·  OKR and Target setting / tracking + capability building

o   Support Factory Expansion Head in defining program OKRs (see target setting); establish tracking cadence; identify capability gaps; propose FE process training/development paths across the factory expansion program.

o   Outputs: OKR dashboard, capability roadmap, training/development plan recommendations.

·  Program-level communications & stakeholder management

o   Maintain stakeholder map and comms cadence to ensure “one version of the truth” and reduce noise/contradictions.

o   Outputs: Stakeholder map, comms calendar incl. invitation, key-message packs.

1. FE Employees Development and succession planning
2. Supports Factory Expansion to establish a holistic Headcount Development
3. Establishing a holistic Succession Planning for FE
4. Holistic HC development plan according to approved I-App and established succession plan including home harbour concept.

Qualifications & Skills

• Education: Technical or commercial background, construction management, or strategy development.

• Experience:

    • Minimum 8+ years in construction project management, preferably in manufacturing facility projects.

    • Proven track record in strategy development and implementation.

    • Experience working on projects with multiple work streams and in a matrix organization.

• Technical:

    • Strong understanding of construction contracts, risk analysis methodologies, and change management processes.

    • Expertise in risk mitigation planning and governance frameworks.

• Soft Skills:

    • Excellent communication and negotiation skills.

    • Highly proactive, detail-oriented, and strong leadership in enforcing standards.