Vice President, Program Management Office at Coherent in Penang

Job description

Key responsibilities PMO strategy and operating model Define and deploy PMO governance, planning standards, decision rights, escalation paths, and review cadences for strategic-customer programs. Translate Strategic Customer Office priorities into a PMO roadmap for adoption, capability building, and continuous improvement across Product Business Groups. Establish explicit interfaces among the PMO, Customer Program Managers, Customer Business Units, Sales, Product Business Groups, and enabling functions. Portfolio integration and dependency management Maintain one integrated view of the strategic-customer portfolio across Product Business Groups, functions, sites, and lifecycle stages. Set decision-ready baselines that connect design, qualification, supply readiness, manufacturing ramp, product transfer, and production milestones to customer commitments. Surface cross-business dependencies, capacity constraints, resource conflicts, and partner or supplier risks; facilitate prioritization and tradeoff decisions. Program governance and executive decision support Establish and lead weekly Program Operations Reviews and monthly Executive Program Operations Reviews and Steering forums, with defined inputs, decision rights, and outputs. Give executives and Customer Program Managers a consolidated, fact-based view of portfolio health, critical paths, decisions, and exposure without masking material risks. Frame material issues around evidence, impact, options, recommendations, owners, and decision dates; maintain the decision log and drive closure. Connect PMO governance to Customer Operations Reviews, quarterly roadmap reviews, and business reviews without duplicating customer-facing forums. Risk management, recovery and escalation Set risk categories, severity triggers, and no-surprise escalation standards for strategic-customer programs. Challenge cross-business risks and recovery plans; require accountable owners, milestones, and verification. Resolve cross-organizational issues and escalate tradeoffs to leaders with decision authority. Quantify revenue, margin, cash, capital, and customer exposure with Finance and business leaders. Verify corrective-action closure, address systemic causes, and strengthen execution through retrospectives. Standards, systems and continuous improvement Standardize integrated plans, scorecards, dependency maps, risk and decision logs, RACI, and executive dashboards. Govern one reliable fact base for schedule, capacity, qualification, quality, delivery, economics, and recovery. Deploy streamlined, AI-enabled digital workflows that improve productivity, traceability, and decision speed. Institutionalize controlled records and lessons learned for reuse across customers, Product Business Groups, and programs. Organization leadership and partnership Build and develop the PMO team and federated community; set standards for methods, coaching, succession, and growth. Partner across leadership and Customer Program Managers to foster fact-based accountability across organizational boundaries. Timely, decision-ready portfolio visibility and leadership confidence in impartial program reporting. Greater fidelity to customer commitments across schedule, capacity, qualification, quality, cost, and margin. Earlier mitigation of cross-business risks, with fewer late surprises and avoidable escalations. Faster closure of dependencies, resource conflicts, and recovery actions, with verified owners. Consistent PMO governance, standards, review cadences, and decision rights across Product Business Groups. Improved data quality, action aging, decision cycle time, and milestone performance. A strong PMO talent pipeline and a culture of transparent, cross-functional execution. Success measures Qualifications At least 15 years in enterprise program or portfolio management, operations, or product development in complex B2B technology, with substantial senior leadership responsibility. Demonstrated success building or scaling