Associate Vice President (AVP), Portfolio Management – CTO Organization

Become a part of our caring community The Associate Vice President (AVP), Portfolio Management for the CTO organization is a senior leadership role responsible for governing, optimizing, and enabling execution of the technology investment portfolio across CTO organization for enterprise platforms, shared services, and engineering.This role extends beyond traditional business-aligned portfolio management by coordinating across CTO-owned technology domains (e.g., platforms, infrastructure, architecture, data, security, and engineering enablement teams) in addition to business segments. The AVP ensures that portfolio investments are aligned to enterprise technology strategy, architecture standards, and modernization priorities while driving measurable business and operational outcomes.The AVP serves as an orchestrator of demand, capacity, investment decisions, and execution alignment, balancing business priorities with technical sustainability, platform evolution, and long-term architecture direction.Key Responsibilities1. Portfolio Strategy & GovernanceEstablish and lead enterprise portfolio governance for CTO-managed investments, ensuring alignment with IT strategy, enterprise architecture, and modernization roadmapsDefine and enforce portfolio standards, intake processes, and prioritization frameworksDrive value-based prioritization across business outcomes and technical investmentsEnable transparent, data-driven decision-making forums across CTO and business leadership2. Demand & Investment ManagementOversee the end-to-end demand lifecycle including intake, evaluation, prioritization, and approval of initiativesIntegrate multiple demand types:Business-driven initiativesTechnology-driven investments (technical debt, platform modernization, resiliency, security)Align investment decisions with strategic roadmaps, funding constraints, and enterprise priorities3. Capacity & Resource OptimizationLead CTO organization capacity planning across engineering and platform teamsOptimize allocation of funding and resources across competing initiativesCreate transparency on CTO organizations staffing levels and manage approval process for CTO staffing (for both associate and contract resources)Implement capacity-based planning models that account for delivery throughput, dependency constraints, and critical skills availability4. Portfolio Performance & Value RealizationEstablish and monitor portfolio health metrics across financials, risks, dependencies, and delivery outcomesImplement benefits realization frameworks linking investment to:Business outcomesCost efficiencyPlatform adoption and engineering productivityProductivity measurementsDeliver executive-level insights and performance reporting using data-driven metrics5. CTO Stakeholder OrchestrationAct as the central coordination point across CTO teams, including:Enterprise ArchitecturePlatform and Engineering teamsInfrastructure, Cloud, Security, and Data organizationsResolve cross-team dependencies, sequencing issues, and competing prioritiesEnsure alignment between investment decisions and enterprise architecture direction6. CTO Communications & Strategic NarrativeLead portfolio-level communication strategy for the CTO organization, ensuring clear, consistent messaging of priorities, trade-offs, and outcomesTranslate complex portfolio dynamics into executive-ready narratives and decision materials for senior leadership forumsDrive transparency through:Standardized portfolio dashboardsExecutive briefings and readoutsCross-functional updates across CTO and business stakeholdersServe as a single source of truth for portfolio status, risks, and investment decisions across the CTO organizationPartner with CTO leadership to communicate:Strategic shiftsInvestment trade-offsTechnology priorities and modernization progress7. Change Management Leadership (CTO Organization)Lead and coordinate change management across the CTO portfolio, ensuring effective adoption of new platforms, processes, and operating model changesAlign change management strategies with portfolio delivery to ensure sustained value realization and adoptionPartner with engineering, platform, and business teams to:Assess organizational readinessIdentify adoption risksExecute mitigation strategiesDrive consistent change management practices, including:Stakeholder engagement plansCommunication strategiesTraining and enablementEnsure that technology and organizational changes are sequenced and coordinated across multiple CTO teams, reducing friction and enabling smoother transitions8. Operating Model & Process ExcellenceInstitutionalize Lean Portfolio Management practices, including continuous planning and dynamic funding allocationStandardize portfolio management processes, tools, and governance artifactsDrive continuous improvement through metrics, retrospectives, and industry benchmarking9. Risk & Compliance ManagementEnsure compliance with internal policies, controls, and regulatory requirementsProactively manage portfolio-level risks across delivery, technology, financial, and vendor dimensions10. Leadership & Talent DevelopmentLead and mentor a team of portfolio managers and analystsBuild organizational capability in portfolio management, financial governance, and data-driven decision-makingFoster a culture of accountability, transparency, and outcomes-based delivery11. Technology Vendor & Contract Governance (CTO Portfolio)Establish portfolio-level governance for technology sourcing, vendor management, and contract renewals across the CTO organizationDrive early visibility and planning for major contract renewals to improve outcomes and avoid reactive decisionsAlign vendor investments and contract decisions with technology strategy, architecture standards, and platform roadmapsPartner with Procurement to strengthen sourcing strategies, negotiation outcomes, and cost optimizationImplement consistent measures for vendor performance, value realization, and contract effectivenessReduce f