Director Program Management Office

Head - Enterprise PMO / Vice President, EPMO | Vantrock Real Assets | MumbaiAbout the RoleVice President — Enterprise Programme Management OfficeWhy this role existsRight now every initiative at Vantrock reports to the founder, in a different format, on a different rhythm. That works at ten initiatives. It does not work at fifty, and fifty is where this platform is by the end of next year.This seat holds the Enterprise Programme Management Office and its authority. Portfolio-level visibility across real estate, construction and business improvement is the office's job; deciding what that visibility means, what runs next and what stops is yours.You sit where the founder currently sits as the integration layer, and you take that role off him. In time the office reports to a Chief of Strategy and EPMO; this is the seat that person is most likely to be drawn from.It is the senior of three seats. The EPMO Lead beneath you builds and runs the machine — the register, the dashboards, the rhythm, the challenge to every number. The Senior Manager for Technical Diligence holds the ground truth under both. You own the framework's authority, the sequencing, the benefits at platform level, and every escalation that reaches the founder and the board.Filled well, the founder stops being the integration layer. Filled badly, we have added a reporting bureau with a senior title on it.Non-negotiables– At least six years with a developer, contractor or asset owner carrying site or delivery responsibility, before any move into consulting or advisory. Read the first five years of the profile before the last five. If the first employer is a consultancy, stop.– 15+ years in total, across real estate development, construction or capital projects.– A full-time engineering degree — civil read first — or architecture or construction management, plus a postgraduate qualification in construction, infrastructure or project management.– An MBA in Finance, a CFA, or CA. On this seat it is a requirement, not an advantage.– Microsoft Project at working level, plus a background working in at least one of SAP, Primavera P6 or Project Online.– Advanced Excel and PowerPoint, tested in the room.– A portfolio they can size in numbers, and a governance function they built rather than inherited.– Weekly use of AI tools.Responsibilities - What you will own01 The framework's authority. The EPMO Lead establishes the governance framework, operating rhythm, standards, stage gates and escalation protocols. You approve them, you hold them when a project wants an exception, and you are the reason they are respected across design, statutory approvals, procurement, contracts, construction, finance, sales, facilities management, operations and technology.02 Portfolio prioritisation and sequencing. Which initiatives run, in what order, against what capital and what capacity. Project and non-project, core and ancillary. This is the judgement the founder currently makes alone and the reason the seat is senior.03 Benefits realisation at platform level. Every initiative carries a stated operational, financial or customer benefit. You are accountable for whether the portfolio as a whole delivers them, and for killing the ones that will not.04 Transformation and strategic initiatives. Operational excellence, process improvement, cost optimisation, digital enablement and cross-functional initiatives outside the construction portfolio — scoped by you, translated into structured programmes with owners and success measures, delivered through the office.05 Escalation to the founder and the board. The exceptions that matter, early, with the options already worked out and a recommendation attached. A flag without an option is a complaint.06 Command of programme partners. Project management consultants, design consultants, planning agencies and technical advisers — you appoint them, set the standard they are held to, and replace them when they fail. Site-level planning and monitoring goes to a project management consultant reporting into this office, never to a seat on the roll.07 Building the bench. Two seats now, a third on trigger. Coach project and functional teams on governance, reporting, risk management and structured problem-solving so the discipline survives you being on leave.The office you will leadThe Enterprise Programme Management Office is three seats and a doctrine.The Vice President holds the office and its authority: the framework, portfolio prioritisation and sequencing, benefits at platform level, and the escalations that reach the founder and the board.The EPMO Lead builds and runs the machine — the register, the dashboards, the operating rhythm, and the challenge to every schedule, budget and forecast.The Senior Manager, Technical Diligence and Programme Control holds the ground truth under both: reads a site before we buy it and a contractor's programme before we believe it.A fourth seat, on process and systems, opens on the ERP trigger. Site-level planning and monitoring never becomes a seat on the roll here; it goes to a project management consultant reporting into the office.The founder currently sits where the strategy function will sit; when the Chief of Strategy and EPMO seat is filled, the office reports there.How you will workVantrock is deliberately small and intends to stay that way. There are no departments. Every seat carries a real mandate and the people who do well treat that mandate as their own business.The doctrine before any addition to this platform is outsource first, then automate, then hire. It applies to this seat directly: if the work is process, collection, formatting or reporting, it goes to a partner or to Vantrock Intelligence. What stays inside is judgement, relationships, negotiation and accountability.You will sit next to the founder. The straightforward things will not reach you, because a system, a partner or your own team will have handled them. What arrives is the ambiguous part.The work is yours to doWe are not building an army. Vantrock runs on a small number of people who each carry a real mandate, and this seat is one of them. That has a consequence worth stating plainly before you apply.You do the work. You are not here to receive it, route it and report on it. The coordination this seat needs — inside the platform, across design, approvals, procurement, construction, finance, leasing, operations and technology, and outside it, with consultants, contractors, agencies, lenders and authorities — is done by you, in person, on the phone and on site.There is no layer beneath you to hand it to, and where a layer exists it is small and it is busy.The same is true of the tools. You run your own tech stack. The register, the dashboards, the models, the AI tools and the platform's systems are yours to build, operate and improve, notTechnical groundingEssential– Advanced Microsoft Excel and PowerPoint. Not a line to skip past: the analysis and the executive pack are the product of this seat, and we will test both in the room on a real portfolio.– Project controls, scheduling, cost monitoring, risk management and governance, understood well enough to challenge a schedule, a budget, a forecast or a progress claim and be right.– Commercial and contract capability across procurement, consultant engagements, variations and claims — enough to run a consultant appointment and read what a contractor is doing with a variation.– Fluency in a bill of quantities, a rate analysis and a running account bill, carried over from the site half of your career.– Microsoft Project at working level, and a background working in at least one enterprise platform — SAP, Primavera P6 or Project Online. We will ask which one, what you actually did in it, and what it could not do.– Structured problem-solving, and report writing an executive can act on without a meeting.– Strong stakeholder management, communication and executive presentation, tested in the practical.Preferred– Power BI or an equivalent, at the level of specifying a dashboard rather than accepting one.– Depth on one of those platforms beyond using it — configuring SAP, Primavera or Project Online rather than consuming what somebody else configured.– An ERP or project-controls implementation carried through to adoption, not to go-live. Adoption is the harder half.– Building information modelling literacy, and a view on what 4D and 5D actually give you.– A working understanding of what a large language model can and cannot be trusted with in a reporting workflow.