Head Of Program Management

At IEM, we’re not just building innovative electrical distribution systems, we’re shaping the future. IEM is dedicated to delivering world-class solutions for complex power needs. After 75 years, we continue to push the boundaries of what’s possible. Whether you’re an experienced professional or just starting out, you’ll have the opportunity to contribute, grow, and make a lasting impact on industries that power the world’s most dynamic markets.

Location: US- Remote

Reports To: VP of Design Engineering

Position Summary:

The Head of Program Management (PMO) will lead and build a high-performing team of Program Managers responsible for driving the successful execution of strategic initiatives and customer programs across the organization. This role is critical to a switchgear/switchboard manufacturer with e-house and skid-mounted solutions, requiring deep partnership with R&D, Manufacturing, Quality, Safety, and Supply Chain to deliver complex, multi-disciplinary programs on time, on budget, and to specification.

This leader will be accountable for the end-to-end success of strategic programs — from customer requirements and design through manufacturing, quality release, and delivery — while also serving as a confident, credible face of the organization in front of customers. The ideal candidate combines deep technical and manufacturing knowledge of switchgear/switchboard products with proven program leadership and executive-level communication skills.

Key Responsibilities:

Team Leadership

• Lead, mentor, and develop a team of Program Managers, fostering a culture of accountability, collaboration, and continuous improvement.
• Define team structure, roles, and career development paths as the PMO scales to support growing program complexity and volume.
• Establish and standardize program management methodologies, tools, and governance across the organization.

Program & Portfolio Execution

• Own the successful execution of strategic initiatives and customer programs, ensuring alignment with scope, schedule, cost, and quality commitments.
• Establish and maintain a portfolio-level view of all active strategic programs, proactively identifying risks, resource constraints, and interdependencies.
• Drive program governance including stage-gate reviews, milestone tracking, risk management, and executive reporting.
• Ensure robust change management processes are in place for scope, schedule, and cost deviations.

Cross-Functional Partnership