Principal Technical Program Manager

About the Role

As an Executive Director in Global Technology Vendor Management, you will serve as a senior individual contributor and strategic program leader responsible for shaping and executing the Global Technology Vendor Management operating model—spanning strategy, financial stewardship, operating cadence, reporting/insights, and risk governance. You will lead complex, multi-year, cross-functional transformation initiatives that enhance how JPMorganChase manages its large, complex third-party portfolio across cost, performance, relationships, and risk.

In this role, you will partner across Global Technology and firmwide stakeholders—including Technology, Sourcing, Legal, Finance, and Risk/Controls—and serve as a key interface to the broader Global Technology COO organization, supporting delivery of the firmwide Third Party Governance program. Your structured problem solving, executive-level communication, and ability to drive outcomes through influence will be critical, with direct exposure to senior leadership forums.

Job Responsibilities

• Act as COO for Global Technology Vendor Management by setting strategic priorities, defining multi-year roadmaps, and driving execution against enterprise objectives.
• Lead delivery of transformation initiatives that optimize cost, reduce risk, and scale the vendor management operating model across the portfolio.
• Identify and implement operating model improvements (e.g., roles and decision rights, governance forums, escalation paths, controls, handoffs across partner functions).
• Translate enterprise Third Party Governance direction into practical, scalable processes and tooling improvements for Global Technology Vendor Management.
• Establish and run a disciplined operating cadence (e.g., leadership team agendas, business reviews, steering forums) to enable faster, better-informed decision-making with clear accountability.
• Develop executive-level materials (e.g., narratives, dashboards, decision memos) with clear storylines, risks, trade-offs, and asks.
• Partner across Technology, Sourcing, Legal, Finance, and Risk/Controls to align priorities, resolve issues, manage dependencies, and drive outcomes through influence (no direct people management required).
• Mature KPI/KRI frameworks and reporting to provide a consistent view of vendor portfolio health (e.g., performance, resiliency, financials/cost, concentration risk, compliance, lifecycle execution).
• Drive standardized management reporting and portfolio analytics; ensure data quality, clear definitions, and repeatable production processes.
• Produce actionable insights and recommendations that inform portfolio decisions, prioritization, and risk remediation.

Required Qualifications, Capabilities, and Skills

• Extensive experience in COO/Chief of Staff, business management, portfolio/program management, or operations leadership roles within large, matrixed organizations; technology and/or third-party/vendor management experience strongly preferred.
• Demonstrated ability to deliver complex, cross-organization initiatives through influence, governance, and structured execution (individual contributor role; no direct people management required).
• Strong business judgment and ability to synthesize ambiguity into clear priorities, decisions, and action plans.
• Executive-level written and verbal communication skills, including the ability to influence senior decision forums and create compelling executive materials.
• Strong analytical capability (e.g., metrics design, KPI/KRI development, trend and root-cause analysis) with a focus on actionable outcomes.
• Demonstrated technical fluency to partner effectively with technologists and assess processes, tooling, and operating model design across the vendor management lifecycle.

Preferred Qualifications, Capabilities, and Skills

• Experience supporting or driving enterprise Third Party Governance programs and associated control frameworks.
• Experience with vendor portfolio reporting/analytics, including data quality management and operationalization of recurring reporting.
• Familiarity with technology procurement and vendor lifecycle concepts (e.g., contract performance, resiliency oversight, concentration risk, compliance, and remediation tracking).
• Proven success leading multi-year transformation roadmaps that balance cost optimization with risk reduction and operational scalability.