Project Manager - Product Engineering

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JOB SUMMARY

The Project Manager, Product Engineering is accountable for the delivery outcome of assigned initiatives within the GTO Product Engineering PMO. This role partners closely with Product Engineering leadership to drive the successful delivery of prioritized initiatives across key platforms, including web, mobile, reservation systems, CRM, data warehouse, and marketing technology. This is an execution-facing role: drive predictable delivery, clear roadblocks personally, and push projects across the finish line rather than document project history. Initiatives are frequently delivered across multiple brands, including Norwegian Cruise Line, Oceania Cruises, and Regent Seven Seas Cruises.

Reporting to the Director of the Product Engineering PMO, this position operates within the standards, governance, and reporting frameworks established by the GTO Center of Excellence, including the L-gate lifecycle, capital approval process, and Portfolio Operations Review cadence. The Project Manager leads cross-functional teams through influence rather than direct reporting authority, treats the PMO as an enablement function, and is personally accountable for the accuracy and candor of the project's reported position.

POSITION RESPONSIBILITIES

• Lead and manage projects supporting Product Engineering initiatives across multiple technology domains, owning the delivery outcome end to end from intake through planning, execution, testing, deployment, hypercare, and closure. Accountability is for the result, not the status trail.
• Partner with Product Engineering leadership on planning, prioritization, and execution of product roadmaps and enhancements, and build and maintain the project plan covering scope, schedule, milestones, resourcing, dependencies, and critical path through the GTO L-gate lifecycle.
• When a milestone slips or a dependency is blocked, secure a firm commitment directly from the owner by phone or targeted working session, then use writing to document the agreement rather than to request it.
• Interrogate status rather than accept it: understand the technical footprint of the work, test estimates and schedule buffers, and dig into dependencies, environments, and infrastructure until any blocker can be explained without relying on someone else's summary.
• Act on risks, requirement changes, and unmapped dependencies the day they surface rather than deferring to the next standup or status meeting.
• Close every meeting with a documented action matrix of owner, deliverable, and due date, and follow up ahead of each due date to surface friction early.
• Manage scope through formal change control, and own the risk, issue, dependency, action, and decision logs, escalating promptly with a recommended path when resolution stalls.
• Report health with high fidelity and without narrative padding: what is blocked, what is impacted, what corrective action is underway, and what decision or escalation is required. Never present a red condition as yellow.
• Own project financials, including capital and operating expense forecasting, actuals and accruals, variance analysis, and reforecast with Finance, and track requisitions, purchase orders, and vendor spend against approved funding.
• Hold vendors and systems integrators to their commitments, including deliverable acceptance, statement of work adherence, and timely escalation of performance issues.
• Partner with business analysts and process owners to confirm requirements, designs, and acceptance criteria are validated before build, and coordinate test planning, defect triage, user acceptance testing, and go / no-go readiness.
• Plan and execute deployment and cutover, including readiness checks, rollback planning, communications, and handover to operational support.
• Serve business partners, delivery teams, and vendors as an enablement function: anticipate constraints, shield them from unnecessary process noise, and keep delivery mapped to strategic priorities, partnering with change management on the engagement, training, and adoption needed to realize benefits.
• Produce accurate, on-time Portfolio Operations Review reporting and maintain project data in the GTO portfolio tools of record so portfolio and executive reporting is accurate without rework.
• Close projects cleanly with support transition, benefits baseline, and lessons learned, applying and reinforcing PMO and Center of Excellence standards throughout.

QUALIFICATIONS

DEGREE TYPE:

Bachelor's Degree

FIELD(S) OF STUDY:

Information Technology, Business Administration, Hotel/Hospitality Management, or related field of study, or an equivalent combination of experience and skills.

EXPERIENCE

• 5-8 years of project management experience delivering technology projects end to end using waterfall, Agile, and hybrid methodologies, with a significant portion supporting product engineering or technology delivery organizations.
• Demonstrated experience delivering projects involving web, mobile, reservation systems, CRM, data warehouse, and marketing technology is required.
• Experience delivering within a structured PMO and stage-gate governance environment, with technical fluency sufficient to challenge estimates, understand dependency and environment constraints, and explain a roadblock to a non-technical audience.
• Experience owning project financials, including capital and operating expense forecasting, actuals tracking, and variance reporting in partnership with Finance.
• Experience managing software vendors, implementation partners, or systems integrators against contracted scope and deliverables, and communicating delivery risk directly to senior stakeholders.
• Experience delivering across more than one technology domain and across multiple brands or business units preferred; travel, hospitality, or cruise industry experience preferred.

COMPETENCIES & SKILLS

• Ownership mindset: pursues commitments through direct conversation rather than written follow-up alone.
• Investigative rigor: challenges surface-level status, understands the mechanics behind an estimate or blocker, and asks the difficult question before reporting upward.
• Bias to action: addresses a risk, requirement change, or new dependency the day it appears.
• Disciplined follow-up, including documented owner and due-date matrices out of every meeting and proactive check-ins before deadlines arrive.
• Direct, high-fidelity upward communication: leads with the data, keeps it short, and is willing to call a track red when it is red.
• Service orientation toward business partners, engineering teams, and vendors, with the instinct to anticipate constraints and remove friction.
• Financial literacy sufficient to own a project forecast and explain variance and reforecast credibly to Finance and PMO leadership.
• Strong planning, analytical, and problem-solving skills, with the ability to manage multiple concurrent projects under deadline pressure and create clarity from ambiguity through structure and persistent follow-through.
• Working knowledge of Jira, Confluence, Smartsheet, Clarity, MS Project, LucidChart, and Microsoft Office Suite, with adaptability across delivery domains.

CERTIFICATIONS & LICENSES

• Project Management Professional (PMP) preferred.
• Certified ScrumMaster (CSM), SAFe, or other Agile certification (a plus).
• Lean Six Sigma Green Belt or Certified Associate in Project Management (CAPM) (a plus).

ABOUT NCLH
Norwegian Cruise Line Holdings Ltd. (NYSE: NCLH) is a leading global cruise company which operates the Norwegian Cruise Line®, Oceania Cruises® and Regent Seven Seas Cruises® brands. The combined brands currently operate 32 ships, employ over 35,000 shipboard crew from more than 110 different countries and visit approximately 700 different port destination each year.

LEARN MORE ABOUT OUR COMPANY:At a GlanceBrand OverviewNorwegian Cruise LineOceania CruisesRegent Seven Seas Cruises

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It is Norwegian Cruise Line Holding’s policy not to discriminate against any employee or applicant for employment because of race, color, religion, sex, national origin, age, disability, and marital or veteran status.

The above statements are intended to describe the general nature and level of work being performed by people assigned to this classification. They are not to be construed as an exhaustive list of all responsibilities, duties, and skills required of personnel so classified. All personnel may be required to perform duties outside of their normal responsibilities from time to time, as needed.