Product Portfolio Manager (945)

Role Overview: As Product Portfolio Manager for the ERP portfolio, you will define the vision, strategy, and investment direction for the enterprise capabilities that enable ABC Supply to operate, scale, and serve customers effectively. The portfolio includes core capabilities supporting Finance, Procurement, Inventory Management, Supply Chain, Order Management, and associated enterprise platforms. You will serve as an enterprise capability strategist, connecting organizational strategy, end-to-end process performance, and technology investment. You will look beyond individual applications, projects, and functional requests to determine which enterprise capabilities should be invested in, modernized, simplified, standardized, consolidated, or retired. Working with Domain Process Owners, Product Managers, Architecture, Delivery, Data and Analytics, and executive leadership, you will establish priorities, guide investment decisions, and create visibility into measurable outcomes. You will balance operational stability, process effectiveness, growth, regulatory obligations, data integrity, and long-term platform sustainability. This role includes direct people leadership of Product Managers assigned to the ERP portfolio. Product Managers own product and capability strategies and near-term roadmaps; the Product Portfolio Manager ensures the portfolio collectively advances enterprise objectives and realizes expected value.

Key Responsibilities: Enterprise Capability Strategy: Maintain an enterprise view of the capabilities enabled by the ERP portfolio. Identify capability gaps, duplication, fragmentation, and unnecessary complexity. Ensure decisions improve end-to-end enterprise performance rather than optimizing one department in isolation. Portfolio Vision and Investment Direction: Define and communicate the ERP portfolio vision, strategy, and roadmap. Align investment to organizational and departmental objectives, process performance, capability maturity, risk, and expected value. Strategic Portfolio Lifecycle Management: Balance innovation, operational health, regulatory needs, technical debt, and sustainability. Guide enhancement, modernization, consolidation, replacement, and retirement decisions across the portfolio. Outcome and Benefit Realization: Translate objectives into measurable portfolio outcomes. Ensure material investments identify the capability being advanced, intended outcomes, success measures, and the Domain Process Owner accountable for realizing benefits. Distinguish delivery completion from outcome achievement. Enterprise Process Alignment: Partner with Domain Process Owners to improve end-to-end process effectiveness, scalability, standardization, and measurement while preserving clear accountability for domain decisions, adoption, and value realization. Portfolio Health and Investment Effectiveness: Establish an evidence-based view of process performance, adoption, reliability, data quality, technical debt, lifecycle risk, cost, and realized value. Make visible where investment is consumed by instability, customizations, fragmentation, or recurring corrective work. Portfolio Governance and Prioritization: Lead transparent, evidence-based prioritization across competing opportunities. Recommend when to invest, adjust, expand, stop, or redirect work based on strategic alignment, value, risk, and portfolio capacity. Cross-Functional Leadership: Create alignment across Product, Domain Process Owners, UX, Business Analysis, Architecture, Engineering, Delivery, Data and Analytics, Change Management, and Operations. Surface trade-offs and decisions requiring executive action. People Leadership: Hire, coach, and develop Product Managers. Establish clear expectations, strengthen product management capability, and foster accountability, systems thinking, collaboration, and an outcome-oriented culture. How Success is Defined The ERP Product Portfolio Manager is successful when the organization can demonstrate that: ERP investments are explicitly aligned to organizational and departmental objectives. Investment choices are based on enterprise capability needs and expected outcomes, not primarily on application demand or project sponsorship. End-to-end processes are becoming more effective, scalable, standardized, and measurable. Expected benefits are verified with Domain Process Owners and unrealized value is visible and acted upon. Operational instability, recurring issues, technical debt, data-quality conce