All Flex Bloomington Sr. Project Manager, Cross-Functional Projects

About the role

The Senior Project Manager plans, organizes, and drives cross-functional projects across All Flex Solutions, ensuring they are completed on time, within budget, and to the required standards. This role is assigned to the organization's highest-priority initiatives regardless of which department owns the work — operations, engineering, quality, supply chain, finance, sales, human resources, or information technology — and acts as the leader, coordinator, and communicator for the project team and its stakeholders. The Project Manager is expected to be an expert in project management discipline rather than a technical subject matter expert, and relies on functional experts for technical content while holding the team accountable to scope, schedule, and results. The Project Manager reports to the Vice President of Operations.

Responsibilities

• Project Intake and Prioritization: Partnering with the Vice President of Operations and functional leaders to evaluate incoming project requests, confirm business justification, and sequence work against organizational priorities and available capacity.
• Defining Project Scope: Collaborating with project sponsors and stakeholders to clearly define goals, objectives, deliverables, success measures, and what is explicitly out of scope.
• Developing Project Plans: Creating detailed plans that outline tasks, owners, dependencies, timelines, milestones, resource allocation, and budgets.
• Identifying Risks and Mitigation Strategies: Anticipating potential problems and developing contingency plans before they affect schedule, cost, or quality.
• Leveraging Subject Matter Experts: Drawing on functional and technical experts to build credible plans and estimates, and asking informed questions to test assumptions without owning the technical content.
• Leading Project Teams Without Direct Authority: Guiding, motivating, and holding accountable team members who report to other functions and facilities, earning influence through credibility, organization, and follow-through.
• Establishing Project Cadence: Running kickoff meetings, recurring working sessions, and action item reviews with clear owners and due dates for every commitment.
• Maintaining a Single Source of Truth: Managing all project plans, tasks, timelines, status, and documentation in the company's project management platform so stakeholders can self-serve current information.
• Tracking Progress and Reporting: Monitoring progress against plan and budget, and escalating slippage early with options and a recommended path forward.
• Managing Changes and Issues: Addressing unexpected issues and changes to scope, timeline, or resources through a documented change and approval process.
• Removing Roadblocks: Coordinating handoffs between departments and sites, resolving competing demands, and elevating decisions that require executive input.
• Ensuring Quality: Monitoring the quality of deliverables and confirming, with the owning function, that they meet the required standards.
• Maintaining Open Communication: Keeping sponsors and stakeholders informed about project status, progress, risks, and decisions needed.
• Reporting to Leadership: Providing concise status updates and portfolio-level reporting to the Vice President of Operations and the executive team, including summaries suitable for board and customer audiences.
• Adapting to the Audience