Program Manager, IT

Work with a Top 20 CPA and advisory firm that Accounts for Anything. Aprio has 40 U.S. office locations, as well as international office locations and more than 3,200 team members that speak 60+ languages across the globe. By bringing together proven expertise, deep understanding, and strategic foresight for fast-growing industries, Aprio ensures clients are prepared for wherever life or business may take them. Discover a top-rated culture, vast growth opportunities and your next big career move with Aprio.

Join Aprio's Information Technology team and you will help clients maximize their opportunities. Aprio is a progressive, fast-growing firm looking for a Program Manager, IT to join their dynamic team.

Aprio's IT Operations function manages the firm's technology investments across infrastructure, software-as-a-service, end-user computing, and professional services. The Program Manager, IT Vendor Management sits at the intersection of IT, Finance, Legal, and Procurement - owning the program that governs how Aprio buys, renews, and optimizes its technology vendor portfolio. This is a builder-operator role for someone who can stand up the IT vendor management program, run the day-to-day vendor and renewal cadence, and mature the function from tactical procurement support into a strategic portfolio discipline.

You will own the IT vendor management program end-to-end - vendor portfolio governance, renewal calendar management, procurement intake workflow, financial analysis of technology spends, and coordination of vendor risk reviews across Cybersecurity, Legal, Privacy, and Finance. You'll establish the cadence, the artifacts, and the rituals that turn one-off procurement activity into a repeatable program. You'll produce the spend reports, renewal forecasts, and savings analyses that leadership uses to manage technology cost and risk. The role is part program manager, part financial analyst, part process owner - and it scales with the firm's technology footprint.

Position Responsibilities:

• Vendor portfolio governance: Own the canonical inventory of technology vendors. Tier vendors by spend, criticality, and risk. Maintain vendor records - contract data, renewal dates, points of contact, business owners - in the firm's vendor management system of record.
• Renewal lifecycle: Own a forward-looking renewal calendar with 12-24 months of visibility. Trigger renewal workflows 90-120 days ahead of expiration. Prepare renewal packets - current state, usage metrics, market comparables, negotiation positions - for IT and Procurement leadership.
• Procurement program execution: Run RFP / RFQ / RFI processes for new technology purchases. Coordinate intake, vendor sourcing, evaluation criteria, scoring, and award recommendations. Partner with firm Procurement and Legal on contract negotiation and execution.
• Financial analysis: Build and maintain technology spend dashboards by tower, vendor, business unit, and contract type. Track budget versus actual at the contract level. Produce TCO analyses, savings and cost-avoidance tracking, and quarterly spend variance reports for IT and Finance leadership.
• TBM and cost taxonomy: Categorize technology spend using Technology Business Management (TBM) Tower / sub-tower taxonomy. Improve cost transparency and unit-economics visibility for IT, Finance, and business leadership.
• Vendor risk coordination: Coordinate with Cybersecurity GRC for third-party risk assessments, with Legal for contract risk review, and with Privacy for data-processing terms. The role does not own those risk reviews - but ensures they happen, with the right artifacts, before contracts execute.
• Contract administration: Maintain accurate metadata on all active technology contracts (term, value, auto-renewal triggers, notice periods, SLAs, key commercial clauses). Surface contract risks proactively - auto-renewal cliffs, missed termination windows, price-escalation triggers, unfavorable end-of-term clauses.
• Program maturity: Own the IT procurement intake workflow. Reduce cycle time. Establish standard intake forms, evaluation rubrics, and renewal playbooks. Mature the function from tactical (transaction processing) toward strategic (portfolio rationalization, vendor consolidation, structured negotiation).

What success looks like:

First 30-60 days: You've mapped the active technology vendor portfolio, identified the next 6 months of renewals, and built a baseline renewal calendar. You've identified at least three vendor records with missing or stale metadata and remediated them. You understand the firm's procurement intake workflow and have proposed two or three program improvements worth making.

By 90 days: You're independently driving renewal preparation for at least two upcoming renewals. You've published a first-pass IT spend dashboard with vendor-level visibility. You've run at least one structured intake-to-decision cycle for a new technology request from request through award recommendatio…