POSITION SUMMARY Wyse Meter Solutions Inc. provides turnkey submetering and utility expense management services to property managers, building owners, and developers across Canada. Delivering accurate billing, reliable service, and excellent customer experience depends on tight alignment between our strategy, technology, and operations.

About the Role The VP, PMO leads the project management office and process improvement function, ensuring our most significant business and IT initiatives are prioritized, governed effectively, and delivered with clear, measurable outcomes. The VP, PMO will also support integration of acquisitions and support Wyse’s strategic planning process.

Reporting to the Executive VP, Corporate Development & Strategy, the VP, PMO establishes and maintains enterprise standards, tools, and governance for how projects are prioritized, governed, and reported across Wyse, including technology, digital, and data initiatives, The role partners with IT, which retains accountability for solution design, technical standards, architecture, engineering practices, and security.

The role oversees an integrated portfolio of projects and programs, supports project leaders in removing roadblocks, and sponsors process improvements that simplify how we work, strengthen controls, and enhance quality and customer experience.

KEY RESPONSIBILITIES

Own the enterprise portfolio process and maintain a consolidated view of all business and IT projects, ensuring alignment with Wyse’s strategy, priorities, and delivery capacity.

Define and maintain PMO standards, tools, and governance (e.g., intake, prioritization, status reporting, risk/issue management).

Ensure architecture, security, and data privacy reviews by IT are completed before technology, digital,



and data initiatives are prioritized or funded. Work with sponsors and business owners to define project objectives, scope, timelines, and success measures.

Provide portfolio insights and recommendations to support executive decision-making on prioritization, resourcing, and investment trade-offs.

Oversee project-level budgets and forecasts across the portfolio in partnership with Finance and the accountable executive, providing visibility to planned versus actual spend on major initiatives.

Apply governance proportionate to project risk complexity, and size, using the appropriate stage-gated or iterative approach.

Define and report portfolio delivery metrics covering throughput, cycle time, schedule and cost predictability against baseline, scope change rate, and escaped defects.

Operate a quarterly portfolio planning cycle aligned to release and delivery cadence, with monthly reprioritization for in-flight work.

For iteratively initiatives, govern outcomes, funding, and dependencies at the portfolio level; backlog content, sequencing, and definition of done remain with the accountable product or business owner.

Maintain a single system of record for portfolio and project status, with the enterprise Atlassian toolset as the authoritative source for technology delivery.

Operational Strategy & ContinuousImprovement





Set long-term strategic and operational priorities for the PMO and process improvement functions, ensuring the team is structured and resourced to deliver the project pipeline.

Support project leaders in delivering agreed outcomes within approved cost, schedule, and quality tolerances, acting as the escalation point for major issues, risks, and cross-functional dependencies.

Lead the process improvement agenda, directing teams to deliver initiatives that materially improve efficiency, quality, and customer experience.

Define and maintain standardized business processes across functions, ensuring clear ownership, handoffs, and adoption. Partner with IT on Security controls, technical change control, and segregation of duties within production systems. PMO governs business readiness, cutover, and post-implementation adoption.

Own requirement standards and business analysis capability for enterprise initiatives, ensuring requirements are documented, testable, traceable to the business case, and signed off by the accountable business owner before build begins.

Risk Management & Strategic Initiatives

Maintain the enterprise view of portfolio and delivery risk in a single register, with named owners and monitored mitigation plans.

Ensure major initiatives have agreed-upon business cases, defined benefits and success measures, prior to approval; track and validate benefits using data using source-systems or enterprise platform data.

Establish project quality assurance at the portfolio level — gate criteria, evidence requirements, and independent health checks. IT owns engineering standards, code quality, and technical documentation; the PMO assures compliance with those

📌 Vice-President, Planning Services (Canada)
🏢 Wyse Meter Solutions
📍 Canada