Vice President, Technology Strategy & Performance

Join to apply for the Vice President, Technology Programs role at CIBC Mellon

Ensuring Technology Delivers on its Mandate:
Oversee end-to-end delivery of strategic technology programs, and key business initiatives which rely on technology, ensuring they deliver the necessary business outcomes per stakeholder expectations.

Creating a culture of Effective Digital Innovation:
Model and coach critical behaviours for effective, controlled, agile and collaborative delivery as a department, ensuring optimum value from investment while promoting thoughtful experimentation and inherent compliance. Create a culture of ownership, transparent accountability and continuous improvement within the Technology Programs team.

Designing and Implementing a Technology Delivery Model:
Learning from existing processes in technology and the wider organization, develop a delivery framework that is fit for purpose, follows best practices, leverages accessible tools, is highly automated (or automatable) and can be universally adopted. Operating with a continuous improvement approach to refine this over time as new opportunities and challenges emerge.

Being the “face” of enabling Technology-powered opportunities:
Act as a go-to for leaders across the organization when they have opportunities or use cases which would require the Technology team to consult, design, deliver or own a solution. Create an accessible and respectfully collaborative engagement and intake process that results in a complete, thoughtful, trackable artefact which can be discussed by the Leadership Team for prioritization.

Balancing agility and strategy:
Act as the gatekeeper across all technology resources and investment, both internal and 3rd party, in a way that supports innovation, experimentation and quick wins, while ensuring the technology strategy and prioritized investments progress unhindered.

Elevating the level of discussion on technology programs:
Develop the appropriate stakeholder forums and mechanisms for work ingestion, prioritization (including trade-offs), decision-making; minimizing “update meetings” but encouraging passionate, unfiltered debate where it is needed on actionable items. Develop concise, impactful reporting (leveraging metrics) that can be generated at a regular cadence with minimal manual effort. Preserve the lineage between activities in the department and the business outcomes in all decision-making and reporting.

Getting business value from all our work:
Hold the organization accountable to follow the path to achieving business value without ignoring or introducing unexpected risks or costs, despite restrictions or desires to the contrary. Ensure the risk stakeholders are engaged at the right time to minimize risk and re-work.

Bridging Silos and Translating Value:
Act as a translator between departments, breaking down silos and building relationships to elevate understanding of initiatives and collaboration in their delivery. Partner horizontally to build cross-functional teams who achieve business outcomes, putting collective success ahead of individual or team contributions. Be an accessible, expert and inquisitive partner to business colleagues.

Bring transparent ways of working:
Align the technology organization around its priorities in a way that is clear both within the team and to all stakeholders, including standing-up meaningful prioritization and opportunity intake processes. Ensure there are ready and effective communications and empowered forums to manage delivery risks, issues, blockers, track dependencies and test assumptions.

Being an advocate for technology successes:
Construct internal and external messaging about the achievements and deliveries of the technology organization and the wider organization’s delivery of digital, data and AI platforms. With the CIO and Tech leadership team, design metrics (OKRs, KBIs, KPIs) that capture the progress against objectives and quantifiable value being created by the department.

Successfully operating within constraints:
Manage the Technology operating and initiative budgets, delivery timelines, resourcing and dependencies, taking into account…