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Head of ePMO

myZoi | Financial Inclusion Technologies
Dubai, UAE
Full Time
Director
1 weeks ago
Portfolio GovernanceProgram ManagementStakeholder ManagementAgile DeliveryRisk ManagementLeadership
Free

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About myZoi

  • myZoi is a CBUAE regulated fintech on a mission to deliver financial inclusion for the underbanked workforce in the UAE and beyond.
  • We serve employers, employees, and migrant workers across payroll, remittance, cards, and value added financial services — operating at the intersection of regulatory complexity, product ambition, and rapid growth.

About the Role

  • As Head of EPMO you will be the central governance and delivery control function for myZoi's product and enterprise portfolios.
  • This is a high authority, high visibility role that sits at the heart of how myZoi decides what to build, what to fund, and how to deliver.
  • You will own the end to end governance framework across two distinct portfolios — the product delivery pipeline and the enterprise initiative register.
  • This is not a coordination role and it is not a reporting role. The right candidate builds governance systems, enforces them under pressure, and walks into every leadership meeting already knowing the answer.

What You Will Own

  • Ensure that initiative prioritisation across both portfolios remains anchored to myZoi's strategic objectives and annual business plan
  • Own, refine, and enforce the structured intake and prioritization framework across product and enterprise portfolios
  • Maintain a real time view of engineering capacity across delivery squads — surface prioritisation conflicts, swap recommendations, and capacity constraints to the CPO and CSO proactively
  • Track the cost, timeline, and value delivery of every active initiative
  • Own the single source of truth for all active initiatives across both portfolios
  • Govern operational and procurement initiatives end to end
  • Maintain portfolio visibility across transformational strategic initiatives without assuming delivery ownership
  • Coordinate with the CTO on engineering capacity decisions and with the CFO on procurement governance
  • Own a live slippage log with root cause categorisation for every deadline and budget movement
  • Identify systemic delivery patterns and bring structured recommendations to leadership
  • Flag forward risks 2–4 weeks before they materialise and drive accountability for recovery
  • Produce and own a distinct monthly portfolio status report for each of the CPO and CSO

What We Are Looking For

  • 12 15 years in senior program management, portfolio governance, or enterprise PMO roles
  • Proven experience governing multiple concurrent portfolios with differentiated governance models across product delivery and enterprise programs
  • Direct experience designing and enforcing structured intake, classification, and gate approval processes in high velocity environments
  • Background in a regulated fintech, payments, or financial services environment — familiarity with CBUAE or equivalent central bank regulatory obligations strongly preferred
  • Experience managing upward across multiple C suite stakeholders simultaneously in a matrix or dual reporting environment
  • Hands on familiarity with agile delivery environments and squad level capacity planning
  • Commercial orientation — able to frame governance and prioritisation decisions in business value terms, not just process compliance
  • PMP or PgMP required
  • MSP Practitioner and SAFe SA or SPC strongly preferred
  • MoP, PMI ACP, or PRINCE2 Practitioner an advantage
  • Familiarity with UAE regulatory environment (CBUAE, SVF licensing) preferred

The Kind of Person Who Will Thrive Here

  • You hold governance boundaries with authority and without apology — even when the pressure comes from senior product or engineering leadership.
  • You know the difference between owning governance and owning delivery, and you never confuse the two.
  • You bring commercial judgement to prioritisation decisions, not just process discipline.
  • You are comfortable maintaining oversight of exploratory and transformational programs without needing to govern their delivery.
  • You communicate differently to different audiences — operationally detailed with delivery teams, concise and decisive with executives.
  • And you are genuinely forward looking — you surface risks before they become problems, not after.

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