The opportunity
As a senior leader in technology strategy and operations, the Chief of Staff acts as a key force multiplier for the CIO.
What you'll do
CIO leverage and prioritization: Shape and manage the CIO’s agenda, ensuring time and focus go to the highest-value priorities. Act as a trusted advisor and thought partner, framing decisions with clear options and trade-offs.
Operating rhythm: Design and run the IT operating cadence, including IT leadership team meetings, QBRs, planning cycles, offsites, and executive and board readouts. Build workback plans, track commitments, and surface risks early.
Strategy and planning: Partner with CIO Leadership team to translate IT strategy into annual and quarterly objectives, OKRs, and plans, and track progress against them.
Strategy and planning: Partner with IT leaders to evaluate strategic technology initiatives involving enterprise applications, data platforms, AI capabilities, cloud technologies, cybersecurity programs, and enterprise architecture priorities.
Influence: Collaborate, influence and align with CIO Leadership, peers, and: other key stakeholders as needed towards the objectives that we are driving in terms of IT strategy. You are comfortable and possess the ability to push back, question assumptions and influence direction without authority.
ITPMO and portfolio governance: Lead the ITPMO and maintain a single view of the IT portfolio: status, risks, dependencies, value, and alignment to company priorities. You will lead and govern a portfolio consisting of enterprise applications, SaaS platforms, cloud services, infrastructure modernization initiatives, data and analytics platforms, cybersecurity programs, enterprise integrations, AI-enabled capabilities, and digital transformation initiatives. Establish governance processes to evaluate implementation complexity, technical dependencies, resource requirements, architecture impacts, operational readiness, and business value.
What they're looking for
- Portfolio analysis and governance: Assess cross-functional IT initiatives, including dependencies, implementation risks, resource constraints, and alignment to enterprise technology priorities, to support portfolio prioritization and investment decisions. Analyze enterprise technology initiatives involving business applications, cloud platforms, enterprise integrations, identity and access management systems, cybersecurity controls, analytics environments, and AI adoption programs. Apply knowledge of enterprise systems, systems analysis, IT governance, and technology lifecycle management to assess implementation risks, technical interdependencies, architecture considerations, and operational impacts.
- Technology strategy and enterprise systems analysis: Evaluate enterprise technology roadmaps, systems integration requirements, enterprise architecture dependencies, data and AI initiatives, and digital transformation programs. Apply expertise in enterprise systems, technology governance frameworks, systems analysis methodologies, and IT operations to support technology investment decisions and long-term planning.
- Strategic program execution: Oversee CIO-sponsored, cross-pillar programs and special projects. Oversee enterprise technology transformation initiatives, including cloud migrations, enterprise application deployments, process automation efforts, enterprise data initiatives, AI adoption programs, and systems integration projects. Partner with DRIs to define, resource, and deliver them, and to remove blockers and hold owners accountable.
- Financial and resource partnership: Partner with Finance and IT leaders on budget, forecasting, headcount, and vendor and SaaS spend. Evaluate technology investment proposals, cloud consumption forecasts, infrastructure expenditures, software licensing strategies, SaaS contracts, and vendor capabilities to support prioritization and investment decisions. Assess expected business value, implementation complexity, ongoing operating costs, technical risks, and resource requirements associated with major technology investments.
