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Global PMO & Portfolio Director @ Katoen Natie



Purpose of the position

As part of the PMO department, the key mission of the Program/Project Portfolio Director is to ensure the alignment of the global Program/Project Portfolio with the KTN business & IT Strategy and to enable the successful execution of investments via Programs & Projects.
Currently there is a team of 12 Project Managers / Program Managers but there is no formalized PMO department in place.

The Program and Portfolio Management Officer (PMO) is responsible for orchestrating the creation of a formal PMO, oversight and execution of an organization's IT program and project portfolio, ensuring seamless integration, resource allocation and adherence to established methodologies. By designing a robust framework, managing cross-program dependencies and coordinating reporting to senior stakeholders, the PMO ensures effective governance and decision-making. He/She also contributes to budget negotiations, role clarity and compliance, while fostering collaboration among project teams. The PMO's role extends to strategic evaluation, performance monitoring and continuous improvement, with a focus on optimizing project outcomes and processes within the organization
Tasks and responsibilities

  • Creation of a global formalized PMO. Co-ordinate the creation, governance, and delivery of the KTN IT portfolio of programs & projects, ensuring integration and prioritization of programs and constituent projects and appropriate allocation of resources.
  • Ensure strong  global PMO alignment with al Business Unit Directors. Gain trust by creating predictability and good, uniform and documented reporting. Remove silo thinking on program level.
  • Strong collaboration with Enterprise Architecture
  • The PMO leader is responsible for designing the framework for creating, prioritizing, managing and completing projects. Ensure PMO creation of the methodologies, standards, formats and dependencies according to which projects are designed. Ensure cross-program dependencies are managed and the dependency log is accurately maintained.
  • Contribute to reporting to senior leadership and/or other stakeholders on progress against portfolio, including milestones, benefits and KPI’s via relevant portfolio governance body including steering committees, change boards, business and/or IT decision boards. 
  • Review and/or create proposals with regards to PMO governance structure evolution.  
  • Co-ordinate the negotiation and deployment of annual and longer-term program and project resource budgets, working closely with multiple business & IT departments to provide regular forecasts and presenting variances with narrative at appropriate review points to ensure effective utilization. Create structure in the program portfolio to understand time, budget, resources, interdependencies and predictability.
  • Ensure that roles and responsibilities are clearly defined within the large program/project delivery and PMO teams, and ensure program and project compliance with the organization’s wider governance structures, stakeholders and processes.
  • Coordinate the process for strategic rationale review and validation at the Management Committee level (priorities) regarding all significant investments.
  • Establish an effective, positive and collaborative working relationship with project/program teams to support the delivery of the portfolio, providing coaching and guidance as and when required.
  • Review the implementation and performance of strategic programs through regular inputs on health and execution status, including a regular update to the Leadership team and follow up on decisions.
  • Prepare, analyze and report project status (e.g. Planned Vs Actual for project financials, schedule, milestone progress, completion %, critical issues & risks).
  • Collect lessons learned from projects and propose improvement actions plans.
  • Drive improvements to Demand and PMO processes, tools and workflows.

Objectives for the first 12 months

1/ Establish PMO framework and methodologies. Creation of uniform way of working, documentation and templates. 

Within the first 6 months, the Program and Portfolio Director should focus on creating a robust PMO framework that includes methodologies, standards and governance structures. This includes developing project management processes, defining roles and responsibilities, establishing reporting mechanisms and establishing templates for project documentation. This is critical because it provides the basis for consistent and effective project and portfolio management across KTN..

2/ Successful initiation and integration of the initial / existing portfolio. Ensure cross-program dependencies are managed and that the dependency log is accurately maintained.

By the end of the first year, the Program and Portfolio Director must lead the initiation and seamless integration of the initial portfolio of programs and projects. This includes working with cross-functional teams to prioritize projects, allocate resources and define project scope and objectives. Ensuring that selected projects align with the organization's strategic goals and are launched effectively paves the way for successful execution and realization of benefits.

3/ Implementation of effective reporting and communication. Ensure strong  global PMO alignment with al Business Unit Directors. Gain trust by creating predictability and good , uniform and documented reporting. Remove of silo thinking on program level.

The Program and Portfolio Director should establish a streamlined reporting and communication process. This includes designing comprehensive project status reports that capture key milestones, progress, benefits, KPIs, risks and issues. These reports should be presented to senior executives and stakeholders through the relevant governing bodies. Implementing clear and regular communication channels ensures transparency, facilitates decision making in KTN  and increases trust between stakeholders.


The Global Program & Portfolio Management Director reports directly to the CEO of IT / CIO.

Currently, there is no formalized PMO department in place. However  it is the intention to define this separate part of the organization next to the existing functions/teams (IT INFRA/APPLICATIONS/ENTERPRISE ARCHITECTURE/VMO/HR). In the PMO, the needed capabilities will have to be put in place in order to accommodate ‘reporting’, ‘resource management’, ‘change & communication’.




Necessary background,  experience and competences

  • Program, project management and portfolio management expertise: A strong foundation in program and project management is essential. This includes an understanding of project lifecycles, methodologies (e.g. Agile, Waterfall) and best practices for successful initiation, planning, execution, monitoring and closure.
  • Strategic alignment: A thorough understanding of the organization's business and IT strategies is necessary to ensure that the portfolio of programs and projects is aligned with these strategic objectives. This includes the ability to translate high-level strategies into executable project goals.
  • Resource allocation and budgeting: Experience in resource allocation and budget management is critical. You must be adept at negotiating and efficiently allocating resources to various programs and projects, while ensuring that they are consistent with financial projections.
  • Stakeholder management: Strong interpersonal and communication skills are essential for dealing effectively with senior leadership, steering committees and cross-functional teams. The ability to present project updates, benefits and KPIs in a clear and concise manner is critical.
  • Governance and Reporting: You should be proficient in establishing and maintaining project governance structures. This includes designing reporting mechanisms that provide an accurate understanding of project progress, issues, risks and milestones.
  • Change Management: Given the intent to formalize the PMO department, change management expertise is valuable. You must be able to lead organizational change, as the introduction of a new department may require adjustments to existing workflows and ways of thinking.
  • Leadership and coaching: The ability to lead and inspire teams, including coaching project managers and teams to ensure successful project execution, is important. This includes fostering a collaborative environment and providing guidance when challenges arise.
  • Strategic evaluation: Skill in evaluating the strategic value and rationale behind investments is necessary. You must be able to evaluate proposed projects based on their alignment with business goals, potential benefits and risks.
  • Analytical and problem-solving skills: Strong analytical ability is required to assess project performance, identify problems and propose corrective actions. You must be adept at using data to drive decision-making and continuous improvement.
  • Mindset for continuous improvement: Commitment to continuous improvement is critical. You must be proactive in identifying opportunities to improve project management processes, tools and workflows and ensure they evolve to meet the changing needs of the organization.



  • Attractive package – also open for long term freelance engagement
  • Global  role for  people who enjoy driving change, leading teams, thinking strategically, collaborating, innovating and communicating.
  • Ability to drive change: An opportunity and strategic role to have a significant impact on the success and direction of the organization.
  • Opportunity to collaborate globally with different teams and individuals up to the highest level of the organization.
  • A culture that welcomes creativity and responsibility. This means that there is plenty of room for new initiatives.  Explore, develop, and try out new ideas.


PMO Manager / Director, Program Manager

Global PMO & Portfolio Director @ Katoen Natie

Katoen Natie (KTN) is a global supplier of value-added logistics and applied engineering solutions. KTN operates port terminals, logistics terminals and on-site terminals. The group also provides all kinds of semi-industrial services, designs, builds and manages logistics platforms and complete supply chains to different industries. KTN is active in approx. 30 countries such as: (Europe) Belgium, Estonia, France, Germany, Italy, Ireland, Luxembourg, Netherlands, Poland, Spain, Sweden, Turkey, United Kingdom; (Asia): Saudi Arabia, Thailand, Vietnam, Singapore; (North-America): Canada, United States of America; (South-America): Brazil, Colombia, Mexico, Uruguay; (Africa): Cameroon, Ghana, Ivory Coast, South-Africa. 18000 employees realize a turnover of EUR 2 billion.

The group structure and philosophy result in a decentral organizational structure. The business units function autonomously from each other, often specialized in separate market segments with a specific area of expertise. 

However, each business unit is connected via a single brand ‘Katoen Natie’ and via several central services such as Central Purchase (main scope in Belgium), HQ finance and HQ IT.

Such a decentralized way of working creates many opportunities from a business perspective but also many challenges from a centralized (supporting function) governance perspective

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