Global Program Manager Advanced Manufacturing Technology

Role Overview The PMO Program Manager is accountable for the governance, portfolio management, and execution discipline that turns nine independent Advanced Manufacturing and Digital Transformation SME roadmaps into a single, governed, fundable, trackable portfolio. This is a foundational, Year 1 role: it must be stood up early, alongside the SMEs themselves, so that the standards, technology roadmaps, and capital requests coming out of Joining & Surface Finishing, Functional Test, Manufacturing Quality, Material Flow, Automation & Robotics, Maintenance & Reliability, Manufacturing Systems/ERP, Digital Twin, and Industrial IoT are prioritized, funded, and executed against one common framework rather than nine separate ones. The role owns the operating model, prioritization framework, consolidated capital plan, and execution tracking across every factory in the network — Stiva 1, 2, 3, and 5, Durango, and Cienega — and reports directly to the VP of Advanced Manufacturing. This is explicitly not a desk-bound or office-based role: it is run through modern, purpose-built digital program-management tools — live visual dashboards, digital action-plan and governance platforms, AI-assisted meeting capture — rather than static spreadsheets, and it is led from the factory floor and the finance conference room in equal measure, not from behind a screen. The PMO Program Manager must be equally fluent partnering with finance on capital business cases and ROI, and with factory personnel — schedulers, engineers, operators, and plant leadership — at Gemba, seeing firsthand how initiatives are actually landing. Success requires the credibility to act as a leader of leaders: holding nine technical SMEs and plant leadership accountable to a common governance model without owning any of their technical domains directly; the financial and program-management rigor to consolidate capital decisions across a multi-site, multi-country network; and an intense, urgent, hands-on, highly organized approach that converts the roadmap into funded, executing, benefit-delivering initiatives rather than a well-organized backlog. Key Accountabilities A) Governance & Operating Model Establish and maintain the portfolio governance charter that defines decision rights across SMEs, plant leadership, and finance — what can be approved locally versus what requires steering committee sign-off. Own the RACI across the SME network, plants, and finance, and run the recurring steering committee cadence with the VP of Advanced Manufacturing and plant leadership so the portfolio gets discussed and decided, not just reported. B) Portfolio & Prioritization Own and continuously maintain the master technology and capital roadmap, consolidating the initiatives coming out of all nine SMEs into one sequenced view by factory and by year. Establish and apply a standard prioritization framework — SQDIP impact, investment tier, and speed-to-value — so initiatives across every SME and factory are compared on the same basis. Own the stage-gate process (Identify → Pilot → Business Case → Deploy → Scale → Sustain) that operationalizes the organization's experiment-deploy-scale philosophy and keeps initiatives from stalling indefinitely at any one gate. C) Financial & Capital Management Consolidate the capital plan across all factories and SMEs — committed versus available capital, by site and by year — and partner directly with finance to keep it current. Own the business case template and ROI standard used by every SME so capital requests are comparable and auditable. Track benefits realization after deployment, closing the loop on whether a funded initiative actually delivered the safety, quality, delivery, inventory, or productivity improvement it was funded to deliver. D) Execution & Delivery Tracking Maintain the portfolio through modern, purpose-built digital program and project management tools — live visual dashboards, digital action-plan and governance platforms, and AI-assisted meeting-minutes and action-item capture — covering status, spend, schedule, and risk across every active initiative, SME, and factory. Manual spreadsheets are not an acceptable substitute for this: decisions, action items, and status must be current, visible, and easy to update in real time, not buried in a static file that goes stale between updates. Own the RAID log and the escalation path for risks and issues, with particular attention to anything on the critical path of a capital-speed priority. Manage resource and capacity planning across the SME and plant engineering network so competing initiatives don't silently collide over the same scarce plant teams in the same quarter. E) Standards, Knowledge & Change Management Build and maintain the template and tools library — charter, business case, stage-gate checklist, status reporting, lessons-learned — used consistently across all nine SMEs, delivered through the same modern digital platforms rather than emailed spreadsheets. Stand up and run the center-of-excellence/lessons-learned repository so a solution piloted at one factory doesn't get silently re-invented at another. Track not just whether a global standard was published, but whether it was actually adopted at each factory. F) Hands-On Gemba Leadership & Results Delivery This is not a desk position. Spend the majority of working time directly at the factory sites and with the SMEs — not in a home office building reports — to see firsthand whether governance is translating into real execution. Be equally fluent and comfortable in two very different rooms: the finance conversation, where capital business cases, ROI, and budget trade-offs have to be made credibly and precisely; and the factory floor, where schedulers, engineers, operators, and plant leadership have to trust that this role understands their reality, not just their status reports. Personally lead the resolution of the highest-priority portfolio-level blockers (funding gaps, resource conflicts, stalled gates) with a visible sense of urgency, acting as a leader of leaders across a network of SMEs and plant leaders who do not report to this role, and hold self and others accountable for converting the roadmap into funded, executing, benefit-delivering initiatives, not a well-organized backlog. Winning Behaviors This role must model and embed Johnson Controls' Winning Behaviors as the “how”:

• We Focus on What Matters — We align our teams around customer needs and opportunities identified at Gemba, set clear priorities that deliver the most value, and enable data-informed decisions closest to where the work happens.
• We Win as One Team — We seek and bring together different perspectives, connect teams across the value stream to achieve shared goals, address challenges constructively, promote collaboration and enable ownership closest to the customer.
• We Own the Outcome — We hold our teams accountable, take ownership for team results, drive clear and consistent execution, and build systems that enable sustained performance, always prioritizing safety and integrity.
• We Improve Everyday — We create an environment where problems are surfaced transparently, “red” is embraced as an opportunity to improve, root causes are sustainably addressed, and teams rapidly learn, experiment, adapt, innovate, and grow. Key Leadership Attributes A. Critical thinking. Ability to process and evaluate information, challenge assumptions, deal with complexity, and make logically sound judgments about prioritization and trade-offs, especially under ambiguity. B. Strategic and systems thinking. Ability to see across the full portfolio — nine SMEs, multiple factories, finite capital and capacity — and anticipate how a decision in one area affects delivery in another. Ability to connect individual initiative decisions to the organization's longer-term capacity, cost, and capability strategy. C. Learning agility & adaptability. Ability and willingness to learn q