Director, Technical Program Management & Delivery

About the role

McCarthy Holdings, Inc. (McCarthy), is the holding entity for McCarthy Building Companies, Inc., the oldest privately-held national construction company in America, and Castle Contracting. McCarthy provides the crucial business infrastructure for these entities and connects the day-to-day operations to ensure seamless operations across the business. Repeatedly honored as a great place to work and healthiest employer, McCarthy is a 100 percent employee-owned company. At McCarthy, we are committed to sustaining a culture that delivers great experiences for everyone. This begins with developing high-performing individuals and teams through our award-winning learning and development programs, best-in-class Total Rewards benefits, and our inclusive culture aligned with our core values: Genuine. We, Not I. All In. How do McCarthy partners define our culture? We Live Our Core Values: We do whatever it takes to deliver on our promises with honesty and integrity. We are Employee Owned: We are personally invested in building the things people need in our communities. We Feel Like a Family: We value genuine connections and help each other succeed in an inclusive environment. We are Builders: We respect the work we do and everyone who helps make it happen safely. Establish and operate a transparent, value-based portfolio and delivery model that enables the Digital organization to make better investment decisions, sequence work realistically, and deliver software, data, AI, and technology capabilities with greater predictability. This role creates the connective layer from envisioning through prioritization, execution, release, and maintenance. The Director, Technical Program Management & Delivery Transformation brings disciplined, scalable Agile and SAFe practices to the organization while helping teams improve flow, manage capacity sustainably, and make delivery status and tradeoffs visible to leaders. The role also leads the SAFe and Agile transformation across the Digital organization — aligning leaders, teams, processes, governance, measures, and tooling around a more predictable, product-oriented delivery model. The role is intended for a seasoned technical program leader who can build the operating model while also operating effectively within it. This is a delivery-leadership role responsible for improving how work is selected, planned, executed, released, and sustained.

Responsibilities

• Portfolio-management operating model: Design and implement a standardized portfolio-management operating model for the Digital organization. Establish the end-to-end lifecycle for demand: envision, assess, prioritize, plan, execute, release, operate, and learn. Create one intake and triage funnel for organizational demand, with clear entry criteria, information requirements, decision rights, and ownership. Define portfolio forums, participants, inputs, outputs, escalation paths, and decision cadence. Establish standard operating procedures, templates, control points, and governance artifacts that are practical for teams to use. Ensure portfolio governance improves decision quality and flow without creating unnecessary bureaucracy.
• Demand shaping and value-based prioritization: Partner with business, Product & Platforms, Engineering, Architecture, Data, AI, and other leaders to assess incoming demand. Translate demand into a consistent view of business value, strategic alignment, risk reduction, regulatory or operational need, effort, dependencies, and capacity impact. Facilitate prioritization decisions and make the consequences of those decisions visible. Maintain a portfolio backlog and decision log that show what is committed, sequenced, deferred, and why. Surface demand that exceeds available capacity and facilitate explicit tradeoff decisions rather than allowing work to enter execution informally. Ensure Technology and Engineering are engaged early enough to shape feasibility, architecture, sequencing, technical risk, and delivery approach.
• Integrated roadmaps and cross-team delivery: Build integrated roadmaps across applications, integrations, data, AI, architecture, security, platforms, and related capabilities. Identify critical-path dependencies, shared services, constrained skills, external dependencies, and decision points. Facilitate cross-team planning and resolve or escalate impediments before they become delivery failures. Coordinate sequencing across product releases, technical foundations, platform changes, data readiness, testing, security, and operational readiness. Maintain clear ownership of cross-team actions, decisions, risks, assumptions, issues, and dependencies. Represent the integrated delivery view in leadership forums and provide concise recommendations when tradeoffs are required.
• SAFe and Agile transformation: Own and continuously refine the SAFe and Agile transformation roadmap, including the target operating model, transition stages, dependencies, and measures of success. Apply Agile, Lean, and SAFe principles appropriately to the operating context rather than treating a framework as a checklist. Establish or mature portfolio, program, product, and team-level planning cadences, including the roles, forums, artifacts, and decision rights required to sustain them. Facilitate quarterly (or equivalent) planning, roadmap alignment, release planning, program syncs, dependency reviews, inspect-and-adapt sessions, and retrospectives. Help leaders and teams connect strategy and outcomes to epics, capabilities, features, stories, milestones, and measurable results. Assess current Agile maturity, identify organizational constraints, and sequence transformation interventions based on business value and readiness. Coach and enable executives, product leaders, program managers, engineering leaders, and delivery teams on flow, work-in-progress management, backlog health, estimation, sequencing, incremental delivery, and sustainable pace. Lead change management and adoption, addressing role clarity, incentives, behaviors, governance, and resistance to new ways of working. Use empirical data to identify bottlenecks, aging work, rework, unplanned work, and systemic constraints; establish measures for adoption, flow, predictability, quality, value delivery, and team health. Promote practices that integrate product discovery, architecture, development, testing, security, deployment, operations, and learning into one delivery lifecycle.
• Delivery visibility, governance, and recovery: Define the minimum information required to manage work at portfolio, program, product, and team levels. Establish consistent health indicators and thresholds for scope, schedule, value, capacity, risk, quality, dependencies, and outcomes. Lead structured reviews of at-risk initiatives and ensure recovery plans have accountable owners and dates. Maintain a clear distinction between decision ownership and coordination responsibility. Ensure program reporting is accurate, timely, concise, and decision-oriented. Drive follow-through on commitments without creating a shadow management system over engineering teams. Facilitate post-delivery reviews and ensure lessons learned improve future planning and execution.