Senior Manager - Business Services and Governance

Rocketdyne; United States; On-site; USD 140,000 - 190,000; Full time

Job summary

Rocketdyne is seeking a Senior Manager, Business Services & Governance to own the IT business services portfolio, PMO, and governance. You will drive demand intake, program delivery discipline, ITFM, and cost transparency across five IT domains and multiple vendors during a significant transition phase.

You will lead the TSA exit program and shape steady-state governance while communicating status to CIO and executive stakeholders.

Qualifications

• 7+ years in IT PMO, IT business management, or IT governance leadership roles.
• Demonstrated experience building or running a PMO and demand management process from a low-maturity starting point.
• IT budget ownership experience — planning, forecasting, variance reporting, at a scale of $10M+ in IT spend.
• Direct experience with ITFM practice — cost transparency/taxonomy (TBM or equivalent), and showback/chargeback model design.
• Experience designing and operating vendor performance governance — SLA/KPI frameworks, scorecards, and QBR cadences.
• Experience in a private equity-owned or EBITDA-scrutinized environment.
• Strong executive communication skills — presenting portfolio, budget, vendor performance, and risk status to CIO/board-adjacent stakeholders.

Responsibilities

• Stand up and run the IT PMO — project intake, prioritization, status reporting across five IT domains.
• Own the project/program portfolio view for the CIO: what's in flight, at risk, blocked, and why.
• Define and enforce a lightweight but real project governance model for a ~19-person team.
• Directly own the TSA integration program during transition window; TSA Integration Program Manager reports into this role.
• Build and operate the IT demand intake process — front door for business requests across ERP, engineering, infrastructure, and end-user services.
• Facilitate prioritization and capacity trade-offs with domain directors.
• Maintain visibility into capacity vs. commitments with lean internal FTE and outsourcing.
• Own IT budget and forecasting, and track OpEx vs. CapEx classifications.
• Stand up ITFM practice — cost transparency and TBM taxonomy across internal labor, outsourced spend, software licensing, cloud.
• Monitor vendor spend visibility across MSPs, MSSP, AMS, IMS; coordinate with Procurement/Finance on renewals.
• Support license reconciliation during TSA exit and ongoing software asset management.
• Evaluate showback/chargeback models as organization matures.
• Own enterprise-wide governance for outsourced/AMS delivery — SLA/KPI frameworks and scorecards.
• Run vendor performance reviews with SMEs/architects; maintain consolidated vendor performance view for CIO.
• Manage escalation/remediation with partners and internal SMEs; track contract terms and remedies.
• Design and run IT governance cadence — steering committee and executive reporting.
• Maintain IT policy and decision-rights framework as org matures.
• Ensure governance artifacts satisfy audit expectations (CMMC Level 2, ITAR, DFARS) where intersecting with IT.

Skills

PMO leadership

Demand management

ITFM

Vendor governance

Executive communication

Budget ownership

Portfolio management

Job description

The Senior Manager, Business Services & Governance runs the business of IT for Rocketdyne — the PMO, demand management, ITFM (IT financial management), and governance structures that let a lean internal SME/architect layer directing a much larger outsourced delivery model operate accountably across five sites, five IT domains, and roughly 400 applications. As the org shifts toward internal SMEs/architects owning design and direction with outsourced partners performing execution, this role becomes the single point of accountability for whether that outsourced labor is actually performing — formal vendor performance governance (SLAs, KPIs, scorecards, QBRs) sits here, even though day-to-day technical direction of each vendor sits with the relevant SME. This role owns the mechanisms that turn CIO priorities into a managed portfolio: intake and prioritization of demand, program and project delivery discipline, the IT budget/forecast and cost transparency, and the steering/governance cadence that keeps PE sponsor and executive stakeholders informed. During the TSA exit, this role also owns the TSA integration program itself, with the TSA Integration Program Manager reporting directly into this seat; the role then shifts fully to steady-state IT Business Services once the TSA exit closes.

Key Responsibilities

PMO & Delivery Governance

• Stand up and run the IT PMO — project intake, prioritization, status reporting, and stage-gate discipline across all five IT domains
• Own the project/program portfolio view for the CIO: what's in flight, what's at risk, what's blocked, and why
• Define and enforce a lightweight but real project governance model appropriate to a ~19-person team (avoid over-engineering PMO process for team size)
• Directly own the TSA integration program during the transition window, with the TSA Integration Program Manager reporting into this role

Demand Management

• Build and operate the IT demand intake process — a single front door for business requests across ERP, engineering/manufacturing systems, infrastructure, and end-user services
• Facilitate prioritization and capacity trade-off decisions with domain directors, balancing TSA exit obligations against steady-state demand
• Maintain visibility into team capacity vs. commitments given the lean internal FTE model layered with MSSP/AMS/IMS outsourcing

IT Financial Management (ITFM)

• Own the IT budget: annual planning, monthly forecasting/variance, and reporting in a PE-owned, EBITDA-sensitive context
• Track and report OpEx vs. CapEx classification consistent with Rocketdyne's sourcing strategy
• Stand up formal ITFM practice — cost transparency and categorization (e.g., TBM-aligned taxonomy) across internal labor, outsourced/AMS spend, software licensing, and cloud consumption, so IT spend can be traced to towers, services, and consumers rather than just GL line items
• Manage vendor spend visibility across MSPs, MSSP/vCISO, AMS, IMS, and software licensing, partnering with Procurement/Finance on contract renewals and true-ups
• Support license reconciliation work during the TSA exit (what transfers, what must be purchased new) and own the ongoing software asset management function afterward
• Evaluate showback/chargeback models as the organization matures, to give business units visibility into the IT cost of services they consume

Outsource Partner Governance & Performance Monitoring

• Own the enterprise-wide framework for governing outsourced/AMS delivery partners — standard SLAs/KPIs, scorecards, and a consistent review cadence applied across MSP, MSSP, AMS, IMS, and specialty implementation vendors
• Run recurring vendor performance reviews (e.g., quarterly business reviews) in partnership with the SME/architect who technically directs each vendor relationship (Cloud & Collaboration Principal, Principal Engineer IT, Principal Cybersecurity Engineer & Architect, and others as the model expands)
• Maintain a consolidated view of vendor performance, risk, and spend for the CIO, since technical direction of vendors sits with individual SMEs but performance accountability and escalation need a single owner
• Own the vendor escalation and remediation process when a partner underperforms against SLA/KPI, coordinating with the accountable SME and Procurement/Legal as needed
• Track contract terms relevant to performance governance (SLA definitions, remedy/credit provisions, termination rights) so they're enforceable, not just documented — flagging gaps like those found in the Infosys and Vizatas MSAs

Governance & Reporting

• Design and run the IT governance cadence — steering committee, domain reviews, and executive/PE sponsor reporting
• Own the metrics and KPI framework for IT (delivery, spend, vendor performance, risk, TSA exit progress) and the reporting package that goes to the CIO and above
• Maintain the IT policy and decision-rights framework (who approves what, at what threshold) as the org matures out of startup mode
• Partner with GRC/compliance on ensuring governance artifacts satisfy CMMC Level 2, ITAR, and DFARS audit expectations where they intersect with IT business processes

Required Qualifications

• 7+ years in IT PMO, IT business management, or IT governance leadership roles, including people/program leadership
• Demonstrated experience building or running a PMO and demand management process from a low-maturity starting point
• IT budget ownership experience — planning, forecasting, variance reporting, at a scale of $10M+ in IT spend
• Direct experience with ITFM practice — cost transparency/taxonomy (TBM or equivalent), and ideally showback/chargeback model design
• Experience designing and operating vendor performance governance — SLA/KPI frameworks, scorecards, and QBR cadences — across multiple outsourced service providers
• Experience operating in a private equity-owned or otherwise EBITDA-scrutinized environment
• Strong executive communication skills — comfortable presenting portfolio, budget, vendor performance, and risk status directly to a CIO and board-adjacent stakeholders

Preferred Qualifications

• Experience in a carve-out, divestiture, or M&A integration context, ideally including a TSA exit
• Background in aerospace/defense or another regulated manufacturing environment (CMMC/ITAR/DFARS familiarity)
• PMP, PgMP, or equivalent program management credential
• TBM (Technology Business Management) certification or equivalent ITFM training
• Experience standing up governance/reporting for a newly-built IT organization rather than inheriting an existing one