Director​/Senior Director, It Infrastructure & Enterprise

Blackstone Talent Group, an award-winning technology consulting and talent agency is seeking a DIRECTOR/ SENIOR DIRECTOR, IT INFRASTRUCTURE & ENTERPRISE to join our Client's team.

The Director/Senior Director will report directly to the CIO and build the Infrastructure Center of Excellence. The CoE will work with businesses to establish practical standards and bring expertise to the problems that are best solved together. The environment includes Microsoft 365 and Azure, on-premises servers, 3rd party data centers, manufacturing and OT, multiple tenants and domains, siloed IT teams, disparate policies and procedures, multiple ERP platforms, a CMMC compliant business, and legacy technology.

We are looking for someone who has been through this kind of transformation before and is still willing to get into the work. This is not a keep-the-lights-on job. It is also not a role for someone whose first answer is to hire a large team or bring in consultants. The right person will know when to lead, when to challenge and when to roll up their sleeves.

Most importantly, they will get things done.

• Put an enterprise infrastructure strategy in place and begin executing it. It must support business growth and objectives, manufacturing, cybersecurity and future acquisitions.
• Build a CoE that subsidiary leaders see as useful, practical and credible - not another layer of corporate oversight.
• Modernize legacy platforms and bring fragmented technologies, Microsoft 365 tenants, identity environments and domains together without disrupting the business.
• Raise the bar for service delivery, governance, resilience and accountability. Make performance visible.
• Shape a lean operating model with the right mix of internal talent, outside partners and leadership capability.
• Work alongside the security leader/ CISO to close infrastructure risks and support CMMC and other regulatory requirements.
• Create a repeatable way to handle acquisition diligence, Day 1 readiness and post-close integration - then lead the work.

• Enterprise strategy and standards
  • Own the infrastructure strategy, architecture principles, investment roadmap and lifecycle plans.
  • Champion the modernization and unification of IT across the Company.
  • Be clear about what the CoE owns, what remains with the subsidiaries and how decisions will be made.
  • Start with the business need. Turn it into infrastructure that is secure, scalable and supportable.
  • Build sound business cases and budgets. Give executives a clear view of the choices, costs and risks.
  • Lead technology and vendor evaluations, and stay involved through implementation and adoption.
  • Use a practical set of measures to track service health, risk, cost, technical debt and delivery.
• Infrastructure operations and service delivery
  • Lead cloud and data centers, networks, Microsoft 365 and identity, end-user computing, the service desk, resilience, and infrastructure supporting manufacturing and OT.
  • Bring discipline to incident, problem, change, asset, capacity and lifecycle management.
  • Make sure critical services are reliable, secure, scalable, and recoverable. Ownership must be clear, and recovery plans must be tested.
  • Improve the day-to-day technology experience for employees without putting manufacturing continuity at risk.
• Cybersecurity and compliance partnership
  • Share accountability with the security leader for infrastructure security. The controls must work in practice, not just on paper.
  • Build secure configuration, identity, segmentation, remediation, recovery and logging into everyday operations.
  • Support CMMC and other requirements with controls that are sustainable, documented and backed by reliable evidence.
  • Take an active role in risk reviews, incident response, continuity planning and remediation.
• Leadership and organization development
  • Assess the current team, then design the organization we need for the future. This includes roles, skills, sourcing and succession.
  • Develop strong people and create a culture where ownership, accountability, teamwork and continuous improvement are expected.
  • Stay close to critical assessments, architecture decisions, vendor selections, integrations and recovery efforts. Know when not to delegate.
  • Keep the organization lean. Every role should have clear accountability and deliver measurable business value.
  • Lead through influence across corporate and subsidiary teams, while holding people to agreed enterprise standards.
  • Build productive relationships with business, plant, engineering, security and application leaders.
• Vendors, investments and acquisitions
  • In partnership with the CIO, own vendor strategy, contracts and performance, including managed service providers. Hold partners to their commitments.
  • Make build, buy and partner decisions based on value, risk, scalability and total cost - not technology preference.
  • Support infrastructure diligence and integration planning for acquisitions and lead the actual integration work.
  • Build repeatable integration…