IT Program Project Delivery, MD

We are seeking a Managing Director to establish and drive an enterprise change capability focused on translating our new product focused operating model into sustained changes across the IT organization, workforce, governance, and ways of working. The role will drive an integrated transformation agenda, align workforce capacity and capabilities to strategic priorities, and ensure operating model changes are implemented with clear ownership, disciplined execution, and measurable outcomes.

The ideal candidate is a senior enterprise transformation leader with deep experience in change management, operating model design, workforce strategy, and large-scale execution within a complex, regulated organization. This individual must be able to translate strategic direction into clear transformation roadmaps, organizational and workforce actions, and practical implementation plans that improve how GTS operates and delivers. This is a GTS-facing leadership role expected to partner with GTS senior leaders, business and technology executives, workforce and HR partners, risk teams, and platform leaders.

This person will drive the change approach, governance model, and execution standards for the transformation while also leading hands-on efforts to realign work, roles, skills, capacity, and ways of working to the new operating model.

Enterprise Change Strategy & Execution Define and lead the enterprise change approach for Global Technology Services, including the roadmap, change methodology, governance, prioritization, sequencing, and adoption model required to implement the new operating model across functions and geographies. Build and maintain an integrated view of the transformation portfolio, connecting strategic priorities, operating model changes, organizational impacts, workforce actions, dependencies, risks, decisions, and measurable outcomes to improve transparency and accountability.

Operating Model & Workforce Realignment Lead structured analysis to identify where work, roles, skills, capacity, organizational boundaries, and decision rights are not aligned to the new operating model or GTS strategic priorities. Partner with GTS leaders, HR, finance, and transformation teams to design the future-state organization, clarify accountabilities and decision rights, and develop practical workforce transition plans that align people and capabilities to the work that matters most.

Establish measurable outcomes for operating model and workforce changes, including improved capacity alignment, clearer accountability, stronger capabilities, simplified organizational interfaces, reduced duplication, and better delivery against business priorities.

Transformation Governance, Adoption & Executive Reporting Create and maintain governance routines that ensure transformation initiatives remain aligned to the target operating model, have clear executive ownership, address workforce and change impacts, and progress through disciplined decisions, dependencies, and implementation milestones. Develop executive-ready reporting that communicates transformation progress, operating model adoption, workforce impacts, key risks, critical decisions, change readiness, and outcomes against enterprise priorities.

Stakeholder Leadership & Change Adoption Lead engagement with senior stakeholders across GTS, the business, HR, finance, risk, and global delivery teams to drive alignment on the target operating model, transformation priorities, workforce implications, implementation sequencing, and adoption of new ways of working. Build credibility with global teams by facilitating fact-based discussions, resolving ownership ambiguity, challenging legacy structures and behaviors, and helping leaders move from transformation design to sustained execution and adoption.

Enterprise Transformation Leadership:
Proven ability to define and lead complex, enterprise-scale change across operating models, organizations, workforce, governance, and ways of working within a large, matrixed technology organization.

Operating Model and Workforce Mindset:
Demonstrated experience translating strategy into future-state structures, clear accountabilities, workforce plans, capability shifts, implementation actions, and measurable outcomes.

Executive Stakeholder Influence:
Ability to engage senior leaders, challenge constructively, build consensus, and drive decisions across organizational boundaries.

Risk and Control…