Sr. Director, AI Operations & Enablement

About the Team

Our Technology team drives the evolution of our Technology, Engineering, Data, Product and User Experience functions. With a keen focus on delivering cutting‑edge solutions, we shape the digital landscape for our customers, readers and users. From revolutionizing visuals to optimizing tools and harnessing the power of data, mobile, video and social platforms, our team is committed to providing a seamless and immersive experience across all touchpoints.

Collaborating closely with our newsrooms and strategic partners, we spearhead the development of groundbreaking products and technologies.

Dow Jones is hiring a Sr. Director for AI Operations & Enablement, an operator‑builder who pairs executive‑grade strategic judgment with hands‑on technical fluency in modern AI tooling. Reporting to the SVP, Head of Technology Operations, this leader will be the trusted force‑multiplier for the most consequential Tech Ops priorities at Dow Jones: reengineering how work gets done across Product & Technology, prototyping AI‑enabled workflows directly, and turning fragmented, manual processes into scalable, AI‑native operating models.

This is a high‑autonomy mandate to interview senior leaders and frontline operators alike, diagnose the as‑is, design the to‑be, and ship the change, both quick wins and full rebuilds, across a 130‑year‑old global news and information business.

This is a high‑visibility, high‑autonomy role with a mandate to shape something net‑new at Dow Jones. You will work directly with the SVP, Head of Technology Operations on the priorities that move the enterprise with the latitude to design the operating model, the technical leverage to build it yourself, and the runway to scale a team underneath the work as it matures.

If you are an operator‑builder who wants to define what AI‑first technology operations look like at a global news and information business, this is the seat.

• Operate as a Strategic Force‑Multiplier
• Independently own and drive critical Tech Ops priorities end‑to‑end, with the judgment to know when to elevate and when to ship.
• Translate executive intent into structured plans, decisions, and outcomes, raising the bar on quality and accuracy without requiring oversight.
• Represent Tech Ops in cross‑functional forums where the SVP cannot be present, with full credibility to commit and decide.
• Reengineer How Work Gets Done
• Lead wholesale process reengineering across Tech Ops and adjacent Product & Technology functions.
• Interview senior leaders and frontline staff to map current‑state workflows, surface bottlenecks, and identify both quick wins and full AI‑first rebuilds.
• Design target‑state operating models that materially improve speed, quality, and cost.
• Define measurable efficiency outcomes (cycle time, manual hours saved, error rate, throughput) and own them through delivery.
• Build AI‑Native Workflows Directly (Hands‑On)
• Prototype AI‑enabled automations and internal tools personally with no need to hand off to engineering for the first cut.
• Use modern AI coding assistants and agentic development tooling to compress weeks of build into days.
• Integrate AI capabilities into the SaaS stack the business already runs on, surfacing value where users already work.
• Set the technical bar for what “AI‑native” means inside Tech Ops through working artifacts, not slideware.
• Bridge Technology and the Business
• Build trusted relationships with leaders across Product, Technology, and the GM‑led business teams (Consumer, Industries, Risk, Energy) as well as our parent News Corp organization.
• Translate fluently between technical capability and business outcome; neither side should feel mistranslated.
• Drive enterprise‑wide AI adoption by meeting teams where they are, not by mandate.
• Influence more efficient governance processes to unstick bottlenecks and review cycles.
• Scale What Works through Systems Thinking
• Convert one‑off wins into reusable playbooks, frameworks, and internal products.
• Document, train, and enable others to extend the operating model without you in the room.
• Identify when a workstream is mature enough to staff out and recruit/scale a team underneath the role over…