Program Manager

Program Manager, Training Transformation

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Location: Guatemala

Work style: Hybrid

Modality: Full-time

Who We Are

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.

About the Role

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.

Key Responsibilities:

1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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 before they become problems

Make timely decisions that keep initiatives moving and resolve ambiguity for the team

Create a culture where risks are surfaced early, and the team feels empowered to flag concerns without hesitation

Required Experience:

7+ years of experience in program or project management, with a track record of driving execution across complex, multi-team programs

Experience in training operations, learning & development, or a related operational environment strongly preferred

Proven ability to manage cross-functional teams and hold people accountable to results

Strong operational mindset — energized by execution, follow-through, and getting things done

Confident communicator capable of presenting clearly to senior leadership and clients

Experience building or managing governance frameworks, operational cadences, and reporting structures

PMP, PgMP, or equivalent certification preferred

Strong analytical thinking — comfortable working with KPIs, dashboards, and performance data

2025 PPR Achieving or above

Key success metrics

On-time, on-scope delivery of transformation initiatives across all workstreams

Achievement of program-level outcomes: efficiency gains, cost reductions, time savings, and gross margin improvement

Quality and consistency of program reporting to senior leadership

Team performance — PMs, BAs, LXDs, and SMEs delivering to standard and growing in their roles

Successful launch of Training Center of Excellence with active adoption across training teams

Stakeholder confidence in the program — measured through leadership and client satisfaction

Risk and issue resolution speed — blockers addressed and escalated before they derail delivery