Key Responsibilities

1. Governance Framework & Process Institutionalisation

Design and roll out the GrayMatter Product Engineering governance framework from the ground

up – charter, operating model, decision rights, escalation matrix and forums (engineering

steering, portfolio review, monthly business review, weekly stand-ups across functions).

Establish a unified process taxonomy across Product Mgmt, Delivery, Onboarding & Support,

Analytics, Marketing, DevOps and Reliability – with clear hand-off contracts, RACI, DoR/DoD and

entry/exit criteria for each stage.

Institutionalise project lifecycle standards: intake, sizing, prioritisation (RICE / WSJF), kick-off,

sprint cadence, milestone reviews, go-live readiness and post-go-live closure.

Codify everything in living, well-versioned process playbooks; sunset legacy / ad-hoc practices

through a deliberate transition plan rather than overnight mandates.

Run a quarterly governance audit – measure compliance, identify drift, and feed corrections back

into the framework.

2. Planning, Tracking & Resource Loading

Own the integrated planning calendar for the Product Engineering group – quarterly OKRs,

release planning, sprint planning, capacity planning and major customer milestones –

synchronised across all verticals.

Build and maintain a single source of truth for work-in-flight – initiatives, projects, epics,

dependencies, milestones, RAID – using tools like Jira / Asana / Smartsheet

Establish resource loading and demand-supply forecasting across roles (engineering, QA, product,

design, DevOps, support) – including bench tracking, allocation, billability, and skill-gap signalling

for hiring.

Drive cross-functional dependency management – proactively surface conflicts between

roadmaps, customer commitments and platform initiatives, and broker resolutions before they

become escalations.

Track and report on plan-vs-actual at every level – sprint, release, project, portfolio – with crisp

variance commentary and corrective actions.

3. Visibility, Reporting & Decision Support

Create the reporting backbone of the department – executive dashboards, weekly status decks,

monthly business reviews, board-pack inputs – all driven by automated data pipelines wherever

feasible (not handcrafted slides each week).

Define and publish a tight set of department-wide health metrics: predictability, velocity, quality,

customer SLAs, incident posture, throughput, employee load, hiring funnel, attrition – with clear

owners for each.

Build self-serve dashboards (Jira Advanced Roadmaps, Power BI) so leaders can answer their own

questions instead of waiting for a PMO update.





Translate operational data into insights and recommendations – not just status. Flag emerging

risks, propose interventions, and follow up on commitments until they close.

4. Driving Closure, Conflict Resolution & Throughput

Be the focal point for chasing things to closure across the department – open RAID items, stalled

decisions, cross-team blockers, customer commitments and internal action items.

Convene and facilitate the right forums (issue triage, design council, dependency syncs, RCA

reviews) so conflicts surface, get debated and get decided – with minutes, owners and dates

published within 24 hours.

Reduce coordination overhead – continuously hunt for redundant meetings, duplicated trackers,

parallel processes and ambiguous ownership; replace them with crisp single-pane workflows.

Drive throughput initiatives – lead-time reduction, WIP limits, batch-size reduction, automation of

toil – in partnership with engineering managers and tech leads.

5. Change Management & Adoption

Treat every process rollout as a change-management programme – stakeholder mapping,

communication plan, training, pilot, rollout, reinforcement, measurement of adoption.

Pick the right approach for the context – tactical fixes for fire-fighting moments, strategic, phased

programmes for foundational shifts. Avoid one-size-fits-all mandates.

Earn buy-in from engineering leaders, product managers and senior ICs by leading with data,

listening to friction, and iterating the framework – not by leaning on hierarchy.

Measure adoption and process compliance, recognise teams that lead, coach teams that lag, and

escalate constructively when needed.

6. Risk, Compliance & Operational Discipline

Own the department RAID register – risks, assumptions, issues, dependencies – with regular

reviews and clear mitigation owners.

Ensure project and engineering practices stay aligned with applicable compliance posture (ISO

27001, SOC 2, GDPR, PCI-DSS where relevant) in partnership with InfoSec and Legal.

Maintain audit-ready documentation – decisions, sign-offs, change records, release notes – so any

internal or external review can be supported without scramble.

Drive post-incident and post-release retrospectives to closure – ensure preventive actions are

tracked, owned and actually completed.

7. Tooling, Data & Continuous Improvement





Own the PMO toolchain (work-tracking, portfolio management, resource management, reporting

BI) – evaluation, rollout, integration, hygiene and adoption.

Define a small set of canonical data models (project, initiative, resource, customer, release) and

enforce them across tools so reporting is consistent and reconcilable.

Run a quarterly continuous-improvement cadence – retros on the PMO itself, benchmark against

industry standards, and graduate experimental practices into the playbook.

Must-Have Experience & Skills

Product organisation pedigree: 8 – 10 years of total experience, with significant time inside a B2B

/ B2B2C SaaS or product company – not solely a services or consulting background.

PMO build-out experience: Demonstrable track record of standing up a PMO / engineering

operations function from scratch – frameworks, dashboards, cadences, tooling and adoption – not

just running an inherited one.

Multi-function coverage: Hands-on experience coordinating across Product, Engineering, QA,

DevOps, Support and at least one of Analytics / Marketing operations.

Planning & resource management: Strong command of portfolio planning, capacity / resource

loading models, demand-supply forecasting and financial linkage (utilisation, billability, project

cost burn).

Process & governance fluency: Practitioner-level fluency in Agile / Scaled Agile, Stage-Gate, and

lightweight product-org governance – knows when to apply which without dogma.

Tooling: Power-user of Jira (Advanced Roadmaps / Plans), Confluence, plus at least one BI tool

(Power BI)

Influence without authority: Proven ability to drive change across senior, opinionated

stakeholders without direct reporting lines – through data, facilitation and credibility.

Change management: Working knowledge of structured change-management and the maturity

to choose tactical vs. strategic approach by context.

Communication: Crisp written and verbal communication; can move between an engineering

manager, a product VP, a finance partner and a customer steering committee in the same day.

Bias for closure: A demonstrable pattern of personally driving messy, cross-team items to a clean,

documented close – this is the single most important behavioural signal we screen for.

Good to Have

Exposure to enterprise SaaS delivery models with contractual SLAs and multi-tenant operations.

Familiarity with SRE / reliability operating models – error budgets, SLOs, incident management,

postmortems.

Certifications: PMP / PgMP, Protected (RTE / POPM / SPC), Lean Six Sigma.

Prior experience in aviation, travel, payments, fintech or hospitality tech ecosystems.

📌 PMO Lead (Bengaluru)
🏢 Premium
📍 Bengaluru