IT Associate Director, PMO and Quality Assurance

A collective energy and ambition. A place where you can make a real difference.

We’re a company that genuinely cares about our people, our products, our consumers and the environment.

Our unique, informal culture champions courage, determination and collaboration. Knowing we have an open and supportive team means each of us has the freedom to take responsibility and ownership. We have a shared passion to work hard, innovate and push boundaries.

United by the belief that when we strive for growth, anything is possible. While we might not be the largest company in our industry, we believe we can have the biggest impact because: Together We Have the Power to Win.

Role Summary

Church and Dwight is seeking an IT Associate Director, PMO and Quality Assurance to join our team . This role is responsible for leading the enterprise delivery engine for Church & Dwight technology: the portfolio governance, delivery methods, and quality assurance that determine how quickly and how reliably strategy becomes working capability.

About the Role

The role is accountable for translating the company's strategic agenda into a sequenced, funded and resourced portfolio, for making delivery performance visible and credible to executive leadership, and for raising the throughput of the delivery organization rather than only the compliance of its processes.

A defining accountability of this role is providing program management office services to CEO-sponsored and Executive Leadership Team initiatives. This includes standing up and running the operating rhythm for Corporate Strategic Deliverables (CSDs), holding a single source of truth on scope, milestones, owners, dependencies and risk, and producing the executive-grade reporting the CEO and ELT rely on to judge progress and reallocate effort. Where Corporate CSDs and departmental commitments compete for the same capacity, the role sequences accordingly and escalates the trade-off as a decision rather than absorbing it silently.

The role also leads the agile and automation transformation of technology delivery, shifting Church & Dwight from long project-and-milestone cycles toward product-oriented, incrementally delivered work enabled by automated workflows, integrated delivery tooling, shorter cycle times, measured flow, and quality engineered in rather than inspected at the end. In parallel, it modernizes IT Quality Assurance through risk-based and continuous validation, automated testing, AI-assisted quality practices, automated evidence capture, and controls embedded in the delivery pipeline, so that speed, predictability, and compliance improve together instead of trading off. The individual partners closely with IT leadership, business stakeholders, and strategic internal and external partners to build capability, manage risk, and foster a culture of accountability, continuous improvement, automation adoption, and business partnership.

Work Environment

Hybrid : This is a hybrid role based in Ewing, NJ, and requires in- person attendance on Tuesdays, Wednesdays, and Thursdays, with remote work options on Mondays and Fridays.

Role Accountabilities and Responsibilities

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• Portfolio Strategy & Enterprise Governance

• Own the enterprise delivery operating model, including methods, governance standards, tooling and portfolio data, and evolve it deliberately by retiring practices that add ceremony without reducing risk.

• Establish a portfolio performance system built on outcome and flow measures, including delivery cycle time, throughput, predictability, escaped defects and benefit realization against business case, rather than activity and milestone completion alone.

• Provide portfolio-level oversight of plans, funding, capacity, dependencies, risks and executive decisions, with clear accountability, timely escalation, and a single authoritative view of portfolio health that IT and business leadership both trust.

• Executive Program Management for CEO-Sponsored Initiative s

• Provide dedicated program management office services to CEO-sponsored and ELT-sponsored enterprise initiatives, acting as the program management arm for work that crosses functions and cannot be governed inside a single department.

• Manage and report on Corporate Strategic Deliverables (CSDs) end to end: agree the deliverable definition and success measures with the sponsoring executive, maintain the master plan and dependency map, run the cadence, and produce the CEO and ELT reporting pack.

• Maintain one authoritative status for every CSD, on track or at risk or off track with a named recovery owner and a recovery date, and escalate divergence early rather than reporting green until the deadline.

• Advise the ELT on sequencing when Corporate CSDs and departmental CSDs compete for the same people, funding or system freeze windows, presenting the capacity constraint as a decision to be taken rather than a delivery failure to be explained.

• Quality Engineering, Compliance & Delivery Assurance

• Set the direction for quality engineering and compliance assurance, moving from document-heavy, end-of-cycle validation toward risk-based, continuous validation with controls embedded in the delivery pipeline.

• Ensure QA standards, controls, documentation expectations, and governance practices support adherence to applicable GxP, validation, data integrity, SOX, privacy, and compliance requirements.

• Build automated testing frameworks, AI-assisted test generation and review practices, environment and release automation, automated regression suites, service virtualization where appropriate, and continuous compliance evidence into the delivery pipeline, so release readiness is demonstrated by the pipeline rather than assembled by hand before each go-live.

• Represent IT Quality in audits, inspections, quality reviews, governance forums, and cross-functional compliance initiatives, ensuring clear ownership and timely remediation of findings or risks.

• Reduce the elapsed time and cost of validation on each successive release while holding or improving the compliance posture, and report both measures to IT leadership as standing metrics.

• Agile Transformation & Delivery Acceleration

• Lead the agile transformation of technology delivery: establish product-oriented teams with persistent ownership, backlog and prioritization discipline, and incremental delivery in place of long single-release project cycles.

• Set and track flow metrics including cycle time, throughput, work in progress, deployment frequency and change failure rate, and use them to remove the constraints that slow delivery rather than to rank individual teams.

• Rationalize governance so oversight is proportional to risk: lightweight continuous assurance for low-risk change, with full validation rigor reserved for GxP, SOX and data-integrity-critical systems.

• Coach sponsors, business partners and vendors in agile ways of working, including how to fund, govern and accept incrementally delivered work, recognizing that the binding constraint on delivery speed is usually decision latency rather than engineering capacity.

• Partner with IT leadership on the adoption of AI-assisted engineering, testing and delivery tooling, and establish the quality and compliance guardrails that allow it to be used safely at scale.

• Team Leadership & Capability Development

• Lead, coach, and develop PMO and QA team members, including full-time employees, contractors, consultants, and vendor resources, with a focus on leadership growth, accountability, and succession depth.

• Build organizational capability across portfolio governance, product and program leadership, agile delivery, quality engineering, validation governance, vendor management and delivery excellence, including a deliberate reskilling path for project managers moving into product-oriented roles.

• Foster a collaborative culture focused on accountability, continuous improvement, learning, and busin