Career Advice From a Program Management Manager at Jabil
Chavaun Ikhianosen, Program Management Manager II at Jabil, shares what it takes to manage complex global projects—from building strong relationships to aligning teams with leadership goals—and why communication and collaboration are key.
Sponsored by Jabil
Chavaun Ikhianosen. Photo courtesy of Jabil.
For Chavaun Ikhianosen, Program Management Manager II at Jabil, success isn’t just about delivering complex projects. It’s about the people who make the work meaningful.
“I work with a great group of people, and it makes doing the work even more enjoyable, even when it’s challenging,” Chavaun tells Fairygodboss.
After pivoting professionally during the pandemic, she found a role that aligned with her long-term goals and introduced her to a collaborative culture where teams genuinely support one another.
“My team is very tight-knit and collaborative,” she explains. “We work together to support quality work getting done. We work with many senior-level leaders, and they are very open to us approaching them and discussing our needs for their support, and then they provide it.”
Today, Chavaun partners across the finance organization to keep major initiatives on track, align projects with leadership priorities, and build the relationships that make global work possible.
Here, she shares what a typical day looks like, the skills that matter most in her role, and her advice for anyone considering a career at Jabil.
Before joining Jabil, what were you doing professionally, and what initially attracted you to this role?
Before joining Jabil, I was a Portfolio Management Consultant for an insurance and investment company. I was laid off during COVID, so this was an opportunity for me to really think about what I wanted to do professionally. When this opportunity presented itself, it aligned with the professional goals I was looking to achieve.
What stood out to you about Jabil during the interview or hiring process?
The Jabil culture really stood out to me during the interview process. I not only interviewed with the team I would be joining, but I also interviewed with some of the teams that I would be supporting. I appreciated seeing how well the teams worked together, respected each other’s roles, and really got along well. They made me feel very relaxed, at ease, and welcome, which isn’t always the case during interviews.
How would you describe your role today, and how has it evolved since you first started?
My role is very interesting. I have the opportunity to look across the finance organization and help my stakeholders align their work and projects with that of senior leadership. It’s evolved in that when I first started, I was focused on completing the projects assigned to me and helping that specific function. Today, I partner with my stakeholders and help them meet their goals.
I also have visibility beyond just one function, so I try to help drive initiatives that are strategic and bring good impacts across the Finance organization.
Since stepping into this position, what new skills have you developed or strengthened?
I’ve worked hard at developing relationships within the Finance organization, as well as within the IT organization. Knowing who to talk to is key to getting projects completed in a quality manner. But having a relationship with people so that they want to help you is equally important.
Walk us through a typical day in this position. What are the core responsibilities and priorities?
A typical day is spent in project meetings, understanding project status, or discussing challenges that are being experienced and how to resolve them. I review project plans. I will meet with my stakeholders to discuss their roadmaps and make any adjustments based on shifting priorities. I field questions from stakeholders, as well as any feedback that they may have with regard to processes or people. I work with the technical teams that support the projects I manage and make sure they have what they need to complete assigned tasks.
What types of projects or initiatives does someone in this role usually work on?
Global and complex projects and initiatives. It could be a system implementation, a process change, a new process, etc.
What’s a project, milestone, or moment in this role that you’re especially proud of?
I’m really proud of the Regional FP&A workshops that we hold as part of the FP&A optimization project that I’ve been working on. Getting to visit different sites across the world, getting insight into how they work, and helping them see and feel that we really do care about their challenges and getting them fixed is something I’m really proud of.
What challenges come with this position, and how does Jabil support growth and development?
There are times when you are working on multiple, complex projects that are equally high in terms of visibility and challenge. What I love about Jabil is that my director really supports growth and development. She gives me stretch assignments to challenge me and help me grow in my role. We discuss my professional goals and have created a development plan to help me reach those goals.
How do you maintain work-life balance in this position?
I set boundaries around when I need to give my personal life attention. I put non-negotiable time on my calendar so that it won’t be booked with meetings outside of my normal working hours. If I’m out on PTO, I make sure that I focus on that time away.
However, I am reasonable. If I know there is a potential escalation, I put a plan in place to get that resolved, whether I handle it or someone else on my team.
Looking ahead, what excites you most about continuing to grow in this role?
There’s so much opportunity to learn more and grow more in this role. I look forward to growing from helping my stakeholders meet their strategic goals to helping them define their strategic goals.
What advice would you give to someone considering applying for this role at Jabil?
Don’t be afraid to apply. Advocate for yourself loudly. It’s okay to share your accomplishments and why you’re the best person for the job. You’re not bragging when you have supporting documentation.
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