VP IT Operations

Execution & delivery 
• Hold the four functions (PMO, IT Operations, IT Support, Business Application Management) accountable to a single delivery cadence, with clear, measurable commitments and consequences for slippage. 
• Play a key role in the further development and implementation of the IT operating model, ensure smooth role out towards the IT organization, leveraging AI and our re-platforming to modern cloud platforms. 
• Standardize operational, portfolio and project reporting so that status, risk, and budget burn are visible at all times — addressing the challenge of balancing Run and Change, where actuals in one area mask overruns elsewhere. 
• Empower the IT organization to resolve cross-functional execution blockers directly. 
• Utilize the full potential of AI. Make IT more effective and efficient by identifying where AI can remove friction from project delivery, support, and operations work, and driving practical adoption within the four functions.

​Controls & compliance 
• Drive IT General Controls (ITGC) remediation to closure and sustained operation, in coordination with the GRC/SOX team and external auditors (PwC). 
• Embed controls and compliance as standard design requirements in delivery and operations, not as a post-hoc check. 

People & organization 
• • Lead and develop the directors of IT Operations, IT Support, Business Application Management and PMO; work with the directors on improving the IT organization towards a smooth execution engine. 
• • Partner with HR on the works council process and broader organizational change communication for the area under this role. 

Vendor & financial discipline 
• • Oversee delivery-side vendor and MSP relationships, ensuring commodity work is shifted to managed service providers where appropriate, and that vendor performance is actively managed. 
• • Maintain budget transparency across projects and operations, partnering with Finance to eliminate cross-area surprises. 

Partnership with the CIO 
• Act as the CIO’s primary execution partner: the CIO sets direction and represents IT externally; this role makes it happen operationally. 
• Provide the CIO and CFO with a reliable, single source of truth on delivery status, risk, and controls posture.