What does a Program Manager do?
Leading a programme is not just about coordinating projects: it’s about connecting people, ideas and long-term goals. In my day-to-day work, that means aligning global teams, translating vision into action and generating real value for the business.
I have experienced this in digital transformation programmes in Latin America and Europe, where the technical aspects are important, but it is the human element that really drives change. It’s about having a broad view, supporting teams through complexity and not losing sight of the global impact of every decision.
What are your responsibilities?
A Programme Manager connects the dots. We design a strategic roadmap, understand how projects relate to each other, manage risks and enable teams to work with a shared purpose.
In my experience at Telefónica, this involves aligning countries, cultures and priorities, anticipating blockages, accompanying key conversations and generating visibility so that we can all move forward in the same direction.
What characteristics should someone in this profession have?
For me, a good Programme Manager needs vision, empathy and a lot of flexibility. We lead without direct hierarchy, manage uncertainty and connect with people who are very different from each other.
You also need to communicate well, listen better and stay calm when things get complicated. The ability to anticipate, to stay focused without losing touch with the teams, is one of the most valuable skills.
What benefits does the Programme Manager bring to project management?
The Programme Manager provides an overview. As projects progress towards their deliverables, someone needs to ensure that everything is connected, that teams are working towards the same goal and that the final impact is consistent with the company’s strategy.
In my experience leading initiatives for VIVO Brazil, for example, it was key to have someone who could bring the pieces together, help maintain the overall focus, and ensure that the teams’ energy was not lost amid so many simultaneous deliverables.
What training should someone working as a Programme Manager have?
Beyond a specific career or certification, I believe that being a Programme Manager requires a combination of experience, global vision and constant curiosity.
I have had the opportunity to lead digital transformation projects and programmes in different countries and cultures, which has taught me much more than any course. I have trained in frameworks such as those of the PMI, integrated agile methodologies into practice and, more recently, incorporated the use of artificial intelligence to improve management and decision-making.
I continue to learn every day because the context changes quickly. For me, that’s an essential part of the role: keeping an open mind, knowing how to connect with diverse teams and always staying focused on the real impact of what we do.
What do companies gain from having these professional profiles?
Having Programme Managers helps ensure that great ideas don’t stay on PowerPoint slides. We provide structure, a big-picture view and the ability to react quickly.
In global and digital contexts such as Telefónica’s, we also bring clarity, focus and connection between areas that often speak different languages. We facilitate strategic conversations, complex decisions and sustainable results.
How do Program Managers and Project Managers differ?
Both roles are essential, but they have different approaches. While Project Managers focus on delivering a project successfully (on time, on budget and on quality), Program Managers ensure that all projects within a programme are moving in the same direction and generating a combined impact.
I have been a Project Manager myself, and that experience helps me understand what happens ‘on the ground.’ But as a Programme Manager, my focus is on the entire system: the value we are generating, whether we are truly transforming, and whether all the pieces of the programme are working together towards the same purpose.
