Director, Program Management Office
Jennifer Howe
I build the operating models that let technology organizations deliver enterprise transformation at scale.
I build the operating models that let technology organizations deliver enterprise transformation at scale.
As Director of the Program Management Office at Ascent Global Logistics, I architected the company's first centralized PMO — an integrated Product Delivery Office that brings Program Managers, Product Managers, UI/UX Designers, Business Analysts, QA/UAT, and Scrum Masters together under one accountability structure. I govern a $10M+ project portfolio aligned to a $30M+ enterprise IT budget, partnering with the CTO and CFO on intake, prioritization, capital allocation, and benefits realization.
I got here by a path most people in tech leadership don't expect — and it's the reason I lead the way I do.
I spent nearly 16 years in nonprofit program management before pivoting into UX design, then product strategy, then building and scaling a DesignOps practice from scratch. That background gave me something I don't think you pick up in a traditional tech career: a real feel for how people work, what motivates teams, and how to build something meaningful when the resources are tight and the stakes are personal.
Right now I'm focused on AI enablement inside the PMO — embedding AI into project management, requirements development, and delivery operations — while positioning the PMO as the enterprise enablement layer for safe, governed AI adoption across cross-IT initiatives.
Programs that reshape how the business operates — not one-off projects. Each sits inside the $10M+ portfolio I govern in partnership with the CTO and CFO.
Multi-year program consolidating six legacy TMS platforms into a single scalable solution. Sponsored as executive accountable for delivery, methodology, and benefits realization across the program lifecycle.
Unified shipment visibility program providing a single operational view across modes, carriers, and customers — replacing fragmented reporting with a governed data and workflow layer.
Architected and stood up Ascent's first centralized PMO — bringing Program, Product, UX, BA, QA/UAT, and Scrum disciplines under one accountability structure. A shared capability hub deployed across the full delivery lifecycle: discovery, requirements, design, build, test, release.
Conceived and led the internal AI Power Tools conference; built the AI enablement roadmap positioning the PMO as the enterprise layer for safe, governed AI adoption across cross-IT initiatives.
Architected Ascent's first centralized Integrated PMO as a shared capability hub across the full delivery lifecycle. Govern a $10M+ project portfolio within a $30M+ enterprise IT budget — partnering with the CTO and CFO on intake, prioritization, capital allocation, and benefits realization. Defined the standards, methodology, and governance framework (gate reviews, RAID standards, business case templates) that became the enterprise standard for major IT initiatives.
Built and scaled a DesignOps practice from scratch — SOPs, a cohesive design system spanning multiple product lines, and a Product Leadership Council that shaped company-wide product strategy. Pioneered company-wide Hackathons to drive a culture of continuous creativity.
Led UX for domestic transportation management software — research, personas, wireframing, prototyping, and UI — embedded in an agile team driving UI/UX, UAT, and functionality design. Developed design best practices and design-thinking culture across all product teams.
Owned end-to-end visual and UX design for web and e-commerce, grounding every decision in customer research. Integrated inbound marketing strategy with product positioning — an early bridge between design thinking and go-to-market execution.
Nearly 16 years of hands-on program management in a mission-driven environment. Led planning, budgeting, and execution of marketing and outreach programs — managing cross-functional projects end-to-end and orchestrating large-scale fundraising events. Where I learned to run complex programs with tight resources and high stakes.
Governed intake, prioritization, capital allocation, and benefits realization for Ascent's $10M+ project portfolio inside a $30M+ IT budget — in partnership with the CTO and CFO.
Sponsored multi-year platform programs — consolidating six legacy TMS platforms into one, building a unified Supply Chain Control Tower, modernizing the systems that generate the majority of company revenue.
Architected the Product Delivery Office — a unified function bringing Program, Product, UX, BA, QA/UAT, and Scrum under one accountability structure as a shared capability hub across the full lifecycle.
Embedded AI into PMO operations and built the enablement roadmap positioning the PMO as the enterprise layer for safe, governed AI adoption across cross-IT initiatives — not engineering-only experiments.
Served on the board of a regional animal welfare organization starting in 2014 — driving strategy, fundraising, and community engagement to improve outcomes for animals in need.
Nearly a decade (2006–2015) fostering and caring for dogs in need — providing temporary homes and helping animals find their forever families.
Logistics tech, building teams, the messy reality of large-scale program delivery — always happy to connect.