Director, Vendor Management Office

Role Summary

The Director, Vendor Management Office (VMO) is a seasoned, enterprise‑level leader who provides strategic oversight and direction for a complex portfolio of vendors supporting People, Culture and Brand. The role is accountable for building and leading a mature Vendor Management Office with strong governance, controls, and discipline aligned to enterprise directives, regulatory expectations, and bank operating procedures, while enabling the team to execute day‑to‑day vendor management effectively.

This role operates as a senior strategic partner and trusted advisor to executives, influencing not only vendor outcomes but enterprise vendor management processes, decision‑making, and long‑term strategy. The Director works closely with senior leaders to more effectively leverage vendors to deliver business value, reduce risk, and achieve sustainable cost savings over time.

Key Accountabilities

• Sets the strategic direction for the People, Culture and Brand Vendor Management Office, ensuring the program balances strong governance and controls with flexibility, partnership, and commercial effectiveness, while empowering the team to manage vendors day‑to‑day.

• Oversees and develops the strategy for key material outsourcing vendors within People and Culture, ensuring adherence to Bank requirements while optimizing contract and service outcomes.

• Oversees the effective and consistent execution of vendor management program components through the team, including governance forums, risk oversight, and contract management.

• Partners closely with senior executives and accountable business leaders to influence and shape strategic vendor roadmaps, helping leaders align vendor strategies to evolving business needs and longer‑term enterprise priorities.

• Acts as a trusted advisor and thought partner to senior leaders, supporting the development of business cases, providing insight and constructive challenge, and supporting executives in decisions that optimize vendor spend, reduce enterprise risk, and unlock additional value from vendor relationships.

• Leads, delegates, and guides strategic vendor negotiations with a focus on achieving the best overall outcomes for the organization-balancing commercial value, flexibility, optionality, long‑term strategic alignment, and risk.

• Influences and works collaboratively with enterprise partners such as Procurement, Risk, Legal, Finance, and the business to improve vendor management processes, governance, and outcomes at an enterprise level, with the objective of reducing friction, strengthening controls, and increasing organizational effectiveness.

Leadership Expectations

• Leads and develops a high‑performing team of experienced vendor management professionals, establishing clear accountability, priorities, and standards while enabling autonomy and sound judgment.

• Builds a strong, inclusive, and engaged team culture focused on continuous improvement, enterprise partnership, and delivery of long‑term value.

• Models a leadership style aligned to BMO purpose and values, using influence, credibility, and relationships to drive outcomes rather than positional authority.