Director, Enterprise Architecture & Digital Delivery

Chick-fil-A, Inc. ('Chick-fil-A' or 'the Company') Staff members play a vital role in achieving our strategic goals by developing their skills, fostering inclusive teamwork, and embracing innovation. All Staff are expected to contribute to a compelling future by inspiring and motivating those around them. Growth and development are essential at Chick-fil-A. We want Staff to seek new perspectives and adopt new methods to drive continuous improvement and adaptation to evolving business needs.

Lastly, we ask Staff to seek wisdom, expect the best, accept responsibility, respond with courage, and think others first.

Our Flexible Futures Model offers a healthy mix of working in person (currently a minimum of 8-10 days per month) and virtually, strengthening key elements of the Chick-fil-A culture by fostering collaboration and community.

When Chick-fil-A was smaller, most challenges could be addressed through asking questions to peers and working relationally. The business was less complex and there was a shared understanding of how a lot of our core functions worked. As we grew as a business and the number of staff, Operators, and vendors increased as a result, this shared context diminished. At the same time, the demand for technology solutions to power the business increased.

Today, our business needs a common language to express our core capabilities so that we have a foundation for making decisions about where we invest to enable growth and operational success. The Business Architecture team is charged with making this vision a reality.

The Director of Enterprise Business Architecture is charged with developing the vision, strategy, and execution plan for the following key outcomes:

1) Lead the Business Architecture Practice:
Steward the Business Capability Catalog and its associated data, which includes business capabilities, people support, systems, critical data objects, planned projects, and more. This catalog serves as a shared way of talking about what our business does and how well it is supported by people, process, data and technology. Beyond maintaining it, the Director of Business Architecture must also actively advocate for its use across the business in the right ways at the right times.

This responsibility also includes applying and maturing practices such as capability modeling, systems mapping, maturity scoring, and data-driven decision making through portfolio planning, and shaping the team into an effective consulting function that leverages the model to help the business and DTT deliver solutions that move the needle on the targeted strategy outcomes.

2) Translate Strategy into Execution:
They are charged with helping the business translate strategy goals into execution paths, advocating for effective measurement of business impact. Some of this activity is done by influencing the planning process at and functional team level, and some is done by jumping into challenging cross-team situations as a player/coach. This requires building strategic relationships with leaders across talent, organizational strategy, business departments, and DTT.

3) Champion Enterprise Outcomes:
They are responsible for managing the tension that exists between departmental or DTT product team outcomes and enterprise outcomes and ensuring we make decisions with “eyes wide open”. Enterprise outcomes that we actively engage in today are things like Momentum Accelerators, Enterprise Item Lifecycle Management (Supply Chain + Marketing + DTT), or International. Business Architecture was critical in defining the international operating model and in navigating the intersection of people, process, data, and technology on the highly cross-functional EILM, as two current…