Senior Program Manager — Digital Enablement Role Summary The Senior Program Manager leads a hybrid program and product function focused on defining, executing, and scaling digital enablement initiatives for a Field organization (end users) that improve deployment speed and business velocity through technology. This role blends hands‑on execution with strategic thinking, translating leadership and Field needs into clear priorities, actionable requirements, and adoption plans that drive measurable business outcomes. The role owns multi‑year roadmaps across internally developed tools, enterprise platforms, and third‑party solutions, ensuring delivery through strong governance, stakeholder alignment, and user‑centered design. Reporting directly to senior leadership, the Senior Program Manager partners closely with software engineering teams to clarify scope, reduce ambiguity, and support informed delivery decisions. Must‑Have Qualifications (in priority order) 1. Tactical Product Leadership (Highest Priority) Translate business strategy into prioritized business capability needs with clear, outcome‑driven business cases. Serve as the primary ears in the field, identifying shifting business case drivers and proactively informing Program leadership of impacts to priorities or sequencing. Translate stakeholder needs into actionable product work, including: Clear problem statements and feature definitions Collaborating with team to refine to an acceptance‑level requirements and roadmap‑ready backlog items Ensure process‑to‑product alignment by mapping phases, milestones, and workflows to system capabilities and user experience expectations. Partner with engineering to: Achieve the expected business outcomes by clarifying scope and requirements Define MVPs, manage tradeoffs, and sequence releases Clearly communicate intended outcomes—and missed or shifted outcomes—to enable rapid reprioritization and gap closure. Apply structured problem solving, data, and analysis to translate strategy into executable solutions. Demonstrate familiarity with structured SDLC processes and enterprise tooling ecosystems. 2. Communicating with Impact & Relationship Building Quickly build credibility and trust with cross‑functional stakeholders. Clearly communicate complex technical concepts and facilitate alignment across differing perspectives. Practice strong active listening to uncover root causes, not just surface requests. Ensure stakeholders feel heard throughout requirements gathering and change management. 3. High Agency & Self‑Starter Mentality Take full ownership of initiatives from concept through completion with minimal oversight. Independently validate assumptions, identify dependencies, and outcomes of the business case. Proactively engage users to gather requirements and translate pain points into prioritized feature requests aligned with broader tooling strategy. Align work efforts to meet critical path milestones, supporting teammates across functions to carry the project forward and meet team objectives. 4. Change Management & Training Execution Lead application readiness, user rollout, training, and adoption for key tools and programs. Define enablement plans, standard operating procedures (SOPs), create training materials, and establish support models (e.g., office hours, feedback loops). Deliver effective in‑person and virtual change management activities, with strong facilitation and presentation skills. Manage digital vendor relationships with Program governance and partner with SIDT team technical counterparts. Evaluate build‑vs‑buy decisions, coordinate vendor engagements, and support commercial and integration decisions. Nice‑to‑Have Qualifications Experience with modern ERP and CRM platforms (e.g., Salesforce). Background in enterprise software transformations and platform evaluations. Proficiency/expertise with structured SDLC processes and enterprise tooling ecosystems. Experience supporting hundreds (not necessarily thousands) of users. Experience in Construction Management industry or adjacent industries. Experience with complex financial modelling (e.g., three‑statement analysis, scenario modeling). 0–10% travel for: In‑person user meetings Change management and training delivery Requirements gathering and working sessions Travel is primarily used to drive higher engagement and adoption through workshops, whiteboarding, and hands‑on training. Majority of work is remote, with periodic travel to regional offices or user sites as needed. Success Measures Faster deployment cycles and improved adoption of priority tools. Measurable reductions in manual effort and improvement of productivity and effectiveness drivers through workflow modernization and automation. Clear, consistent governance with predictable cadences, transparent risk management, and timely decisions. Accelerated vendor and data onboarding while maintaining security and compliance. Strong stakeholder confidence driven by crisp requirements, clear roadmaps, and effective change management. Ability to independently translate strategy into execution and deliver results with minimal oversight. #J-18808-Ljbffr