Enterprise Architect

About the Role GES needs an eCommerce Architect who can bring order, speed, and architectural discipline to a high-visibility global transformation already in motion. The GES Store program spans commerce, content, integrations, payments, tax, reporting, regional rollout, vendor execution, and operational stabilization. The priority is not more analysis. The priority is better decisions, clearer ownership, and architecture that can scale. This role is expected to lead from the front. The Architect will challenge assumptions, expose weak designs, force tradeoffs into the open, and drive decisions to closure. This is not a system implementation role and it is not passive advisory. It requires a senior leader who can work through ambiguity, make practical calls, and align business, IT, PMO, engineering, vendors, and platform partners around one executable architecture. The Architect owns architecture governance and decision quality. That means approving or rejecting designs, escalating unresolved tradeoffs, clarifying ownership, and preventing short-term delivery pressure from creating long-term platform debt. The right candidate will be comfortable making decisions with imperfect information, documenting the rationale, and holding teams accountable for the path forward. This role will eventually transform into an overall Enterprise Architect for the entire GES IT landscape heading the Architecture Review Board (ARB). Program Scope (Indicative) Replace and modernize legacy commerce capabilities with a scalable global eCommerce platform. Support multi-region rollout across the United States, Canada, UK, EMEA, and future markets. Enterprise integrations across ERP, CRM, payments, tax, reporting, search, content, identity, and operational systems. Stabilize live capabilities while addressing root architectural issues and technical debt. Architectural remediation across commerce, front-end, content, data, integration, and support models. Governance across internal technology teams, business stakeholders, implementation vendors, platform partners, and PMO leadership. What Good Looks Like Ambiguity is reduced fast. Decisions are framed, owned, made, and documented. Architecture ownership is explicit across platforms, integrations, data, vendors, and workstreams. Decision velocity improves without bypassing governance or hiding risk. Business, IT, PMO, and vendors operate from one target architecture and one set of rules. Delivery teams execute against practical designs that scale beyond the first release. Key Responsibilities Decision Authority (Empowered To) Approve, reject, or send back architecture designs, integration patterns, data flows, platform configuration choices, and technical guardrails. #J-18808-Ljbffr