Program Manager, Strategic Initiatives & M&A/Division Transformation

Program Manager, Strategic Initiatives & M&A/Division Transformation

We are Lennar

Lennar is one of the nation's leading homebuilders, dedicated to making an impact and creating an extraordinary experience for their Homeowners, Communities, and Associates by building quality homes and providing exceptional customer service, giving back to the communities in which we work and live in, and fostering a culture of opportunity and growth for our Associates throughout their career. Lennar has been recognized as a Fortune 500® company and consistently ranked among the top homebuilders in the United States.

Join a Company that Empowers You to Build Your Future

Lennar Technology Group is seeking a Program Manager to join a small, high-impact team responsible for Lennar's cross-functional Strategic Initiatives and its M&A and Division Transformation portfolio. This role sits at the intersection of corporate strategy, finance, technology, and operations — carrying both the steady, ongoing work of Strategic Initiatives (Contractor Ramp Down, Application Rationalization, and License/Consumption Optimization) and the more episodic, high-stakes work of mergers, acquisitions, divestitures, and division-level organizational change.

This is a high-visibility, fast-paced, and action-oriented role. The person in this seat will partner directly with Lennar's senior leadership to translate strategic decisions — whether that's connecting License/Consumption Optimization to Application Rationalization, standing up a new division, or executing an acquisition or divestiture — into structured, well-governed programs that execute flawlessly and on schedule. Workload and priorities will shift with the business: M&A and Division Transformation activity accelerates materially during industry downturns and periods of portfolio realignment, and this role is expected to flex between both bodies of work as needed.

Your Responsibilities on the Team

Strategic Initiatives Program Management

• Program-manage ongoing enterprise initiatives including Contractor Ramp Down, Application Rationalization, and License/Consumption Optimization, connecting related workstreams so decisions in one area (e.g., license consumption) inform action in another (e.g., application rationalization).

• Build and maintain governance and RACI structures for assigned initiatives, and contribute to the design and standup of Lennar Technology Group's enterprise PMO.

• Track milestones, dependencies, and outcomes across concurrent initiatives, escalating risks and blockers early enough to protect delivery timelines.

• Partner with Business Analysts and cross-functional stakeholders to keep initiatives moving between the M&A/Division cycles.

M&A Integration & Divestiture Leadership

• Support or lead the Integration (or Separation) Management Office for assigned deals, establishing a single integration plan, a unified decision log, and a consistent operating rhythm across workstreams (Finance, HR, IT, Legal, Operations, Land, and Sales).

• Support Day 1 and Day 100 readiness planning — defining critical continuity requirements, running readiness simulations, and driving workstreams toward go/no-go gates ahead of close or cutover.

• Track workstream charters, synergy capture plans, and value-realization metrics; hold workstream leads accountable to committed milestones and financial targets.

• For divestitures, support carve-out planning across legal entity separation, Transition Services Agreement (TSA) scope and exit timelines, standalone cost modeling, and system/data delink (ERP, chart of accounts, banking, and reporting).

• Identify and manage cross-workstream dependencies and interface risks; escalate and resolve issues quickly to protect timeline and deal value.

• Build and maintain executive steering committee materials, giving leadership decision-ready visibility into risk, progress, and open items at every stage of the deal lifecycle.

Division Transformation

• Program-manage the end-to-end lifecycle of division-level change, including new division creation, division splits, division consolidations, and the introduction of sub-divisions within existing divisions.

• Partner with Finance, HR, IT, and Land/Operations leadership to design future-state org structures, reporting lines, systems access, and data alignment ahead of go-live.

• Lead business readiness activities — stakeholder communications, training, cutover planning, and post-go-live stabilization support — to minimize disruption to associates and ongoing operations.

• Coordinate technology and license/consumption realignment as part of division change, connecting this work back to the Application Rationalization and License/Consumption Optimization workstreams owned by the team.

Executive Governance & Stakeholder Management

• Serve as a credible partner to Lennar's senior leadership, translating complex, multi-workstream program activity — across both Strategic Initiatives and M&A/Division work — into clear, executive-ready narratives and recommendations.

• Communicate proactively and transparently with stakeholders across Finance, Legal, Technology, HR, and Operations, ensuring alignment on scope, timeline, risk, and decisions at every level.

• Influence outcomes and drive resolution across teams and vendors where no formal authority exists, using data, relationships, and clear framing to move decisions forward.

Program Governance, Risk & Reporting

• Maintain a disciplined RAID (Risks, Assumptions, Issues, Dependencies) log across all active initiatives, with clear ownership and resolution timelines.

• Develop and deliver executive status reporting, KPI tracking, and performance metrics that give leadership real-time visibility into program health.

• Apply formal change control and stage-gated delivery discipline across hybrid Agile/Waterfall environments, adapting method to the needs of each initiative rather than a single rigid framework.

• Partner with Internal Audit, Legal, and Compliance as needed to ensure programs meet regulatory, contractual, and financial reporting obligations.

Cross-Functional & Vendor Partnership

• Manage relationships with external advisors, implementation partners, and vendors supporting Strategic Initiatives and M&A/Division Transformation work, holding them accountable to scope, timeline, and quality commitments.

• Partner with enterprise PMO and other strategic initiative leads to ensure consistent methodology, shared learnings, and coordinated resourcing across concurrent programs.

Requirements

• Bachelor's degree in Business, Finance, Information Technology, or a related field; MBA or advanced degree a plus.

• 6+ years of progressive program or project management experience, ideally spanning both steady-state enterprise initiatives and more episodic, high-stakes work such as M&A integration, divestiture/carve-out execution, or large-scale organizational transformation.

• Exposure to Integration Management Office (IMO) practices — Day 1/Day 100 readiness planning, synergy tracking, and TSA management — is a strong plus, even without deep, standalone M&A experience.

• Experience supporting division-, business unit-, or entity-level organizational change — creation, consolidation, splits, or sub-division stand-up — including systems, reporting, and workforce transition considerations, is a plus.

• PMP or equivalent program management certification preferred.

• Demonstrated ability to build and operate formal governance structures (RACI, steering committees, stage-gate change control) in complex, matrixed environments.

• Strong executive presence and communication skills, with experience presenting to and influencing senior leadership audiences.

• Experience with tools such as Smartsheet, GitHub, Power BI, ServiceNow, Jira, Confluence, and Excel/PowerPoint for program tracking and executive reporting.

• Ability to thrive in a fast-paced, high-stakes, action-oriented environment, comfortably shifting between steady ongoing initiatives and urgent, time-compressed deal or transformation work.

• Sound judgment and composure under ambiguity — comfortable building structure where none yet exists and making calls without waiting for perfect information.