Director, ITSM Enablement

Position: Director, ITSM Change Enablement
DescriptionA Fortune 200 company is hiring a Director-level Change Enablement Process Owner to lead the transformation of Change Enablement from a traditional, gatekeeping change-control function into a modern, service-oriented practice that keeps pace with agile and Dev Ops application delivery and with enterprise AI adoption across a Fortune 200 organization of 100,000+ employees.

This is a governance and assurance mandate. The Process Owner is accountable for how change is governed enterprise-wide the policy, the process design, and consistent compliance to it across in-house teams and managed service provider (MSP) partners as distinct from the day-to-day scheduling and execution of individual changes, which remains with the Director, Service Transition and the Change Manager. The Process Owner does not personally approve or reject every change;

they are accountable for the process every change is required to follow, and hold the standing authority to act when it is not.

The successful candidate brings three things together: deep ITSM/ITIL expertise at enterprise scale, a proven, hands-on track record of using AI and agentic AI to modernize an ITSM function, and the critical thinking to adapt industry frameworks and standards to the organization's specific risk profile and ways of working rather than applying them by rote.

Key Responsibilities Authority & Decision Rights The role carries the authority needed to enforce the process it owns, scoped as follows:
Policy authority approve or reject changes to the Change Enablement policy, standards, and approval criteria.
Compliance enforcement flag, and require correction of, any change executed outside the defined process in-house or by an MSP partner.
Waiver approval approve process exceptions and waivers, which are time-bound and logged in the exception register.
Escalation direct escalation path to the VP, Service Management for unresolved or repeated non-compliance, including by MSP partners, without requiring an intermediary.
Contract input mandatory consultation on MSP contract and SOW language relating to change-process compliance, in partnership with the Director, Vendor & Service Excellence, who retains contractual authority.
Audit access standing access to change records, CAB minutes, and MSP change logs needed to verify compliance.

Out of scope: individual change approvals (CAB and the Director, Service Transition), resourcing, and MSP contract terms (Director, Vendor & Service Excellence).Process Governance & Enterprise-wide CompliancePolicy ownership own and continuously evolve the enterprise Change Enablement policy, procedure, and standard/normal/emergency change definitions and pre-approval criteria, aligned to ITIL 4 practice guidance.
Compliance across the estate hold in-house teams and every MSP partner accountable to the same process, with no exceptions outside a defined, time-bound waiver path that you approve and log.
Auditing run periodic process-adherence audits, maintain the non-compliance/exception register, and drive root-cause corrective action for repeated deviations.
Governance reporting report process health compliance rate, exception volume, and trend to the VP, Service Management and the ESM Steering Committee.
Cross-process integration align Change Enablement with Problem Management, Release Management, and CMDB/Configuration Management so risk and impact assessments stay accurate as the practice modernizes.

Stakeholder Engagement & CommunicationStakeholder alignment build and maintain alignment across ESM towers, application/product delivery teams, and MSP partners for the Change Enablement process and its modernization roadmap.
Leadership communication ensure regular, clear communication with stakeholders and leadership the VP, Service Management, the ESM Steering Committee, and business stakeholders on process health, compliance, and modernization progress.
End-user training ensure the team develops and maintains training for service management end users so process changes, the standard-change catalog, and new AI-assisted workflows are understood and adopted correctly.
Value proposition communicate the value proposition of Change Enablement to the business, articulating how the practice enables faster, safer application delivery rather than simply gating it.

AI-Enabled Change ModernizationStandard-change expansion lead the conversion of well-understood, low-risk, high-volume normal changes into preapproved standard changes, and champion CI/CD…