Global PMO Lead

UFORCE exists to make aggression unaffordable.
Founded in Ukraine and headquartered in London, UFORCE is a defence-technology company with operations across Europe, the United States and Asia.
UFORCE builds uncrewed vessels, ground robotics and aircraft, autonomy software, and the command-and-control layer that operates them together. Each platform is deployable on its own, and stronger as part of the system. Its product lines include the MAGURA family of uncrewed surface vessels, the NEMESIS family of strike platforms, the LIUT family of ground robotic platforms, and counter-UAS systems.

We're hiring a leader to build and run UFORCE's Global Program Management Office. Our most important initiatives cut across functions and regions, and they need clear ownership, honest visibility, and someone accountable for getting them done. You will set up a practical, consistent way of running programs across the company, without adding bureaucracy, and build a team that acts as an execution partner to functional and regional leaders.

This is a hands-on role. You will personally lead some of the company's most complex programs, often starting from ambiguous priorities, while also building the PMO itself. The PMO is a service function: it helps teams execute and does not add another layer of approval. Business results, budgets, and decisions stay with the functional and regional leaders who own them, and you will work closely with them and with senior executives. The company is growing fast, so you need to be comfortable with change, unclear structures, and a lot to do.

• Lead the company's highest-priority cross-functional programs from ambiguous requirements through to delivery, turning business priorities into clear plans with sponsors, owners, timelines, dependencies, and success criteria.

• Choose a small number of high-impact initiatives to focus on, rather than trying to track everything, and agree those priorities with senior leadership.

• Give executive leadership one accurate, consolidated view of major initiatives across functions and regions, covering status, milestones, risks, resource constraints, and decisions needed.

• Spot blockers early and escalate them within agreed timelines. Resolve unclear ownership, handoffs, and cross-functional dependencies before they cause delays.

• Set up a lightweight, globally consistent operating model for prioritisation, planning, execution, reporting, and escalation. Make it work for different functions and regions without forcing identical processes everywhere.

• Build on the company's existing weekly, monthly, and quarterly operating rhythms instead of creating new recurring meetings.

• Manage competing priorities and resource constraints across a portfolio of programs, and help leaders make trade-offs.

• Hire, develop, and lead a team of program managers. Give each program an accountable program manager or execution owner, and build a team that solves problems itself and does not simply report status.

• Build a service model that supports global and regional priorities without becoming a decision-making bottleneck.

• Reduce duplicated work and unnecessary coordination overhead across teams, and improve how predictably major initiatives are delivered.

• You have personally led several high-priority, cross-functional initiatives from ambiguous requirements to successful delivery.

• You have built, scaled, or materially improved a PMO or enterprise program management function.

• You have managed programs across multiple countries, business units, or distributed organisations.

• You have worked directly with C-level executives and functional leaders to set priorities, resolve conflicts, and drive execution without direct authority.

• You have managed competing initiatives and limited resources across a portfolio of programs.

• You have managed and developed program managers or similar cross-functional execution teams.

• You have put practical tracking, executive reporting, and accountability systems in place that improved delivery outcomes.

• You have worked in a fast-growing organisation with a lot of ambiguity and changing structures, and can move between portfolio-level prioritisation and detailed execution.

• Experience in hardware, manufacturing, defence, government technology, or another complex delivery environment.

• A professional services background, or experience in a complex enterprise with heavy cross-functional dependencies.

The nature of combat has changed.

Tomorrow’s battlefield success depends on autonomy, speed, and adaptability.

And UFORCE is ready.

Are You?