Program Manager

About the role

Welcome to TELUS Digital , where innovation drives impact at a global scale. As an award-winning digital product consultancy and the digital division of TELUS , one of Canada's largest telecommunications providers, we design and deliver transformative customer experiences through cutting-edge technology, agile thinking, and a people-first culture. The Program Manager, Training Transformation, is the execution engine of the training transformation program. Working within a defined strategy and vision set by senior leadership, this role is responsible for translating that direction into tangible results - ensuring every initiative gets off the ground, stays on track, and delivers the outcomes it was designed to achieve. This person oversees two cells of Project Managers, Business Analysts, Learning Experience Designers, and Training Subject Matter Experts, and is directly accountable for making sure the right work is happening at the right time, by the right people, and that progress is visible, measurable, and on course.

Responsibilities

• Roadmap Execution & Delivery Oversight
• Ensure the transformation roadmap is actively executed - not just planned - by driving accountability across all workstreams
• Translate the program vision and priorities into clear, actionable plans for PM cells and specialist teams
• Monitor initiative progress at the program level, identifying workstreams that are ahead, behind, or at risk
• Remove blockers, resolve cross-team dependencies, and escalate issues that could derail delivery
• Ensure every project within the program has a clear owner, defined deliverables, and a realistic timeline
• Team Leadership & Day-to-Day Management
• Directly manage two cells of Project Managers, providing clear direction, prioritization support, and performance oversight
• Lead the cross-functional team of Business Analysts, Learning Experience Designers, and Training SMEs, ensuring collaboration and alignment
• Coach and support team members to develop their capabilities and grow into their roles
• Hold the team accountable to deadlines, quality standards, and program commitments
• Step in hands-on when needed - joining client presentations, supporting escalations, or directly driving workstreams that need reinforcement
• Program Governance & Operational Rhythm
• Establish and maintain the program's operating cadence - status meetings, review checkpoints, and decision forums
• Ensure all initiatives follow consistent project management standards and reporting formats
• Maintain a clear, up-to-date view of the full program portfolio: what is active, what is at risk, what has been completed
• Coordinate resource allocation across PM cells to ensure bandwidth matches priorities
• Flag capacity issues, scope creep, or misalignment early and bring solutions, not just problems
• Progress Reporting & Stakeholder Communication
• Own the program-level reporting to senior leadership - providing accurate, timely, and actionable updates on initiative status and outcomes
• Prepare and present program dashboards, milestone summaries, and performance reviews for RVPs and executive stakeholders
• Lead or support presentations to clients and external stakeholders where program representation is required
• Ensure reporting from Business Analysts is accurate, complete, and aligned with what leadership needs to see
• Proactively communicate wins, risks, and course corrections - keeping stakeholders informed and confident in the program
• Measures of Success & Outcome Accountability
• Ensure every initiative has defined, measurable success criteria established before execution begins
• Track KPIs and outcomes across all workstreams - efficiency gains, cost savings, time reductions, gross margin improvement
• Hold project teams accountable to achieving their targets, not just delivering their activities
• Conduct regular outcome reviews to assess whether completed initiatives are delivering the expected impact
• Escalate to senior leadership when program results are not tracking to expectations and drive corrective action
• Training Center of Excellence (CoE) Build-Out
• Lead the operationalization of the Training Center of Excellence, turning the leadership vision into working structures and standards
• Ensure best practices identified through transformation projects are documented, validated, and embedded into the CoE
• Drive adoption of CoE standards across training teams, new client launches, and location openings
• Maintain the CoE as a living, actively used resource - not a documentation archive
• Coordinate with Training SMEs and LXDs to ensure CoE content reflects current operational realities
• Risk & Issue Management
• Maintain a program-level risk register and ensure issues are being actively worked, not just logged
• Identify cross-workstream risks that individual PMs may not see and intervene

Benefits

Additional Information

Program Manager, Training Transformation Location: Guatemala Work style: Hybrid Modality : Full-time

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Company Intel

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