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At Norwegian Cruise Line Holdings (NCLH), we know our future success depends on our ability to attract and retain the very best talent. Our brands deliver vacations of a lifetime with innovative product offerings, a high level of service and unique guest experiences aboard each vessel and we’re continually seeking applicants who are passionate about hospitality and committed to being their personal best. As you learn more about our company, we think you will agree that there is no better time than now to become a member of the NCLH family!
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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…