Program Manager - United Concordia Dental

highmarkhealth; Pennsylvania; Hybrid; USD 120,000 - 160,000; Full time

Job summary

United Concordia Dental is seeking a Program Manager to lead a strategic portfolio, aligning enterprise strategy with delivery across business, technology, and regulatory domains. The role partners with executive sponsors and domain leaders to drive measurable business value and governance across initiatives.

The Program Manager will translate strategy into coordinated action, manage dependencies, and ensure decisions are documented and linked to expected outcomes and benefits.

Responsibilities

• Translate enterprise direction into an integrated, outcome-focused portfolio.
• Translate enterprise and domain strategies into portfolio roadmaps, priorities, intended outcomes, and measurable success criteria.
• Maintain an integrated view of portfolio health, including strategic alignment, scope, schedule, financial performance, capacity, risks, dependencies, decisions, and expected benefits.
• Identify systemic risks, bottlenecks, opportunities, and trade-offs beyond individual project boundaries.
• Create the structure and insight needed for timely, informed portfolio decisions and governance.
• Coordinate cross-functional delivery across business, technology, operations, clinical, regulatory, finance, data, vendor and other partners.
• Monitor adoption, measurable outcomes, and sustained value, and ensure leadership reporting reflects business impact.

Job description

Company : United Concordia Dental Job Description :

GENERAL OVERVIEW

Due to Department of Defense (DOD) contract requirements, the incumbent who fills this position must be a US citizen, and must also pass a background check

ROLE PURPOSE

Lead a strategically related portfolio of work by connecting enterprise strategy, governance, cross-functional delivery, executive decisions, talent development, change leadership, and measurable business value.

The Program Manager serves as an enterprise portfolio leader responsible for translating strategy into coordinated action, measurable outcomes, and sustained business value. This role leads a strategically related portfolio of programs, projects, and initiatives that may span business, technology, clinical, regulatory, operational, and external-partner boundaries.

The Program Manager works closely with executive sponsors, domain leadership, Project Managers, Business Analysts, technology leaders, delivery leads, and subject-matter experts to align priorities, maintain portfolio visibility, manage cross-initiative dependencies, facilitate decisions, and advance intended benefits. The role provides leadership across a matrixed delivery environment and helps ensure that the right work is pursued, sequenced, governed, and supported in alignment with enterprise priorities.

The Program Manager owns portfolio orchestration and integrated portfolio insight. Routine project planning and execution may be led by Project Managers or other qualified delivery leads, depending on the complexity, risk, and support needs of the initiative.

Essential Responsibilities

Strategic Alignment and Portfolio Leadership

• Translate enterprise direction into an integrated, outcome-focused portfolio.
• Translate enterprise and domain strategies into coherent portfolio roadmaps, priorities, intended outcomes, and measurable success criteria.
• Maintain an integrated view of portfolio health, including strategic alignment, scope, schedule, financial performance, capacity, risks, dependencies, decisions, and expected benefits.
• Evaluate new and existing initiatives based on strategic value, urgency, complexity, risk, sequencing, resource requirements, and organizational readiness.
• Identify systemic risks, bottlenecks, opportunities, and trade-offs that extend beyond individual project boundaries.
• Recommend where work should be accelerated, deferred, reshaped, or escalated based on enterprise priorities and available capacity.

Governance and Executive Decision Support

• Create the structure and insight leaders need to make timely, informed decisions.
• Establish and facilitate effective portfolio and program governance, including clear decision rights, escalation paths, accountability, and operating rhythms.
• Partner with executive sponsors and domain leaders to frame desired outcomes, validate priorities, resolve trade-offs, and address constraints.
• Translate complex portfolio information into concise executive insights, options, recommendations, and decision requests.
• Ensure decisions, risks, commitments, and changes are documented, communicated, and reflected in portfolio and initiative plans.
• Escalate material risks, dependencies, resource conflicts, or strategic misalignment early enough to enable leadership action.

Cross-Functional Orchestration and Delivery Enablement

• Coordinate diverse contributors while preserving clear delivery accountability.
• Coordinate work across business, technology, operations, clinical, regulatory, finance, data, vendor, and other delivery partners.
• Integrate cross-project and cross-domain dependencies, milestones, capacity requirements, and decisions.
• Determine and clarify appropriate delivery ownership in partnership with PMO and business leadership.
• Guide Project Managers and delivery leads without unnecessarily taking over routine project execution.
• Ensure projects and initiatives provide reliable information needed for portfolio governance and executive decision-making.
• Intervene when portfolio-level conditions require corrective action, additional support, reprioritization, or escalation.

Benefits Realization and Business Outcomes

• Maintain focus on adoption, measurable outcomes, and sustained value.
• Define and maintain portfolio and program outcomes, benefits, measures, assumptions, and value targets.
• Monitor whether programs and initiatives remain positioned to achieve their intended business outcomes.
• Partner with accountable business leaders to address barriers to adoption, operational readiness, and benefits realization.
• Ensure leadership reporting communicates business impact and expected value, not merely delivery activity.
• Support post-implementation evaluation and adjustment where intended outcomes are not being realized.

Stakeholder Leadership and Communication

• Build alignment and trust across senior leaders, partners, and delivery teams.
• Build trusted, credible relationships with senior leaders, executive sponsors, and cross-functional partners.
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