Director (Technology Business Management Leader)

Director, Technology Business Management And Strategy Leader

The Director, Technology Business Management and Strategy Leader is a senior executive within Allegis Group's Information Services organization responsible for integrating technology strategy, governance, financial management, and enterprise architecture alignment into a cohesive operating model that maximizes the business value of technology investments.

Serving as a strategic partner and operational extension of the CIO, this leader ensures that IT strategy, portfolio investments, governance frameworks, and financial transparency mechanisms are tightly aligned to Allegis Group's enterprise priorities and transformation agenda. The role bridges the disciplines of IT strategy, TBM/IT financial management, enterprise architecture, portfolio governance, technology adoption and executive communication, ensuring that technology decisions are informed by both long-term strategic direction and disciplined financial insight.

This leader works closely with the CIO, CFO organization, business unit leadership, and enterprise transformation teams to translate business strategy into funded technology roadmaps, governed investment portfolios, and measurable value realization outcomes. Through strong governance frameworks, transparent financial models, and data-driven decision-making, the role enables the organization to move beyond traditional IT cost tracking toward strategic technology value management and enterprise-wide digital enablement.

Responsibilities

Essential Functions:

• CIO Strategy, Planning & Executive Leadership

Lead the development and continuous evolution of the enterprise IT strategy, ensuring alignment with Allegis Group's business objectives, growth initiatives, and workforce transformation priorities.

Translate business strategy into a multi-year technology roadmap spanning platforms, infrastructure, cybersecurity, data, and digital capabilities.

Support the CIO in defining strategic priorities, operational rhythms, and executive communications for the Information Services organization.

Manage the operational cadence of the CIO office, including executive briefings, leadership team coordination, board materials, and enterprise reporting.

Provide thought leadership to the CIO on industry trends, emerging technologies, and competitive developments relevant to staffing and professional services.

• Technology Business Management & IT Financial Governance

Design and execute the enterprise Technology Business Management (TBM) strategy and operating model to drive transparency, governance, and value realization across technology investments.

Establish comprehensive visibility into technology costs, consumption, and unit economics across infrastructure, applications, cloud services, and managed services.

Partner with Finance to develop and maintain cost allocation models and technology value reporting that accurately reflects IT service delivery to the business.

Partner with Finance to integrate TBM insights into budgeting, forecasting, and long-range financial planning cycles.

Implement and manage TBM platforms (such as ServiceNow ITFM, or equivalent) to automate data collection, reporting, and analytics.

Benchmark technology spending against industry peers to ensure efficiency and competitiveness.

• Portfolio Governance & Investment Management

Establish and lead the enterprise technology portfolio governance framework, including demand management, prioritization, investment approval, and value tracking.

Facilitate executive investment governance forums, equipping leadership with clear insight into portfolio trade-offs, investment sequencing, and expected business outcomes.

Embed TBM insights into portfolio review processes to support data-driven investment decisions.

Conduct scenario modeling, total cost of ownership (TCO) analysis, and ROI assessments for major technology initiatives.

Drive portfolio rationalization across applications, infrastructure, and platforms to reduce redundancy and optimize technology spend.

• IT Governance, Policy & Operating Model Design

Design and mature the global IT governance framework, including policies, standards, decision rights, and operating models.

Support governance forums such as:

• IT Steering Committees
• Architecture Review Boards
• Coalition Steering Committees
• Executive Steering Committees
• Risk & Compliance Councils

Ensure governance balances innovation and agility with security, compliance, and operational resilience.

Apply financial and operational insights to continuously evolve the IS operating model, including shared services delivery, cost ownership, and service accountability.

• Enterprise Architecture & Technology Strategy Alignment

Ensure technology investment decisions align with the target-state architecture and long-term technology roadmap.

Ensure architectural standards guide portfolio prioritization, modernization initiatives, and technical debt reduction.

Promote cloud-first, API-first, and data-driven architecture principles that enable scalability, integration, and innovation across the technology ecosystem.

Support the evolution of the firm's staffing technology ecosystem including ATS, VMS, ERP, CRM, and payroll platforms.

• Digital Transformation & Innovation Leadership

Champion the enterprise digital transformation agenda by aligning technology investments to initiatives that improve:

• recruiter productivity
• candidate experience
• client value delivery
• operational scalability

Establish processes to evaluate and pilot emerging technologies including AI, automation, and workforce technologies.

Ensure digital initiatives are supported by effective change management, adoption planning, and value realization tracking.

• Business Relationship Management & Stakeholder Alignment

Serve as a senior technology ambassador to business unit leaders, building strong relationships that position IT as a strategic partner.

Maintain a structured Business Relationship Management (BRM) model to capture business demand, track value delivery, and identify unmet technology needs.

Facilitate joint planning sessions between IT and business stakeholders to align priorities and accelerate decision-making.

Provide executive-level reporting that clearly communicates technology performance, investment value, and strategic progress.

• FinOps & Cloud Financial Management

Establish FinOps capabilities to manage and optimize public cloud spending.

Provide visibility into cloud cost drivers through tagging governance, consumption analytics, and cloud unit economics.

Partner with engineering and infrastructure teams to implement cost optimization strategies including rightsizing, commitment management, and workload governance.

Integrate cloud financial data into the broader enterprise TBM model.

• Risk, Compliance & Technology Resilience

Partner with the CISO, Internal Audit, and Compliance teams to ensure IT governance and financial models support enterprise risk management.

Ensure alignment with regulatory obligations including SOX, GDPR, and regional data privacy regulations.

Support financial planning and governance for business continuity and disaster recovery capabilities supporting mission-critical staffing and payroll systems.

Serve as a key IT liaison for external audits and regulatory examinations.

• Data Governance & Analytics Alignment

Partner with Data Office to ensure TBM data models and executive reporting align with enterprise data governance standards.

Advocate for high-quality, trusted data foundations that support business intelligence, executive reporting, and AI-driven insights.

Ensure IT financial platforms support data lineage, accuracy, and compliance requirements.

Establish data quality, governance, and process standards that ensure TBM insights are reliable, timely, and actionable across all stakeholder groups

• Workforce Strategy & Talent Leadership

Partner with HR and the CIO to shape the IT workforce strategy, including workforce planning, capability development, and succession planning.

Provide financial insight into build vs. buy vs. partner workforce decisions, aligning talent investment with the technology portfolio.

Build and lead high-performing teams spanning TBM, IT strategy, governance, architecture coordination, Organizational Change Management, Shared Services and business relationship management.

Foster an inclusive and high-performing technology culture that attracts and develops top global talent.

• Shared Services (BPM, DevOps, COEs/COPs, SDLC)

These are the delivery engine of IS. The TBM Leader brings financial transparency and governance discipline to all of them building cost models for shared service delivery, measuring throughput and unit economics (e.g., cost per deployment, cost per process), and ensuring the COEs and COPs have the investment visibility and governance structure to operate effectively. The SDLC discipline connects directly to portfolio governance and demand management.

• Operating Model Optimization

This is a core accountability of the role, both within IT and across departments. The TBM Leader works with the Transformation Office and business leaders to identify where the operating model needs to evolve whether that's how IS is structured, how services are delivered, or how costs are allocated and owned across the enterprise.

• IT Vendor Management

TBM provides the governance framework that makes vendor management data-driven. The role would partner with or oversee the financial accountability side of vendor relationships contract value tracking, vendor spend benchmarking and ensuring vendor costs are reflected accurately in the TBM cost model.

• IT Performance Scorecard

The TBM Leader owns or co-owns this. The scorecard should be the integrated view of cost, value, quality, and delivery performance essentially