Director of IT Strategy and Value Realization

Director of IT Strategy and Value Realization Role Summary

Horizons is hiring a Director, IT Strategy and Value Realization to ensure our highest-priority, IT-enabled initiatives deliver measurable business outcomes‑on time, on budget, and with sustained adoption. This leader will run the operating system for transformation: portfolio governance, financial discipline, vendor performance, executive communications, change enablement, and benefits realization.

This is a highly cross‑functional role partnering with business leaders, Finance, IT, and external vendors to translate strategy into executable roadmaps and measurable results.

• Establish and run enterprise review forums (KPI/metrics, contract and vendor performance, portfolio health, and post‑initiative value realization).
• Design and maintain the executive operating cadence across weekly, monthly, and quarterly touchpoints‑town halls, leadership reviews, steering committees, and executive readouts-driving timely decisions, accountability, and follow‑through.
• Produce executive‑ready scorecards and briefings that synthesize progress, risks, decisions required, and cross‑team dependencies.

• Partner with Finance and HR business leaders to translate business goals into sequenced roadmaps (what changes, why now, expected outcomes, and what it costs).
• Shape and challenge demand: ensure initiatives are properly sized, prioritized, and resourced based on enterprise capacity and ROI.
• Create crisp executive narratives for decisions: options, tradeoffs, risks, investment asks, and expected benefits.

• Own end‑to‑end OPEX and CAPEX budget management for the portfolio: annual planning, in‑year reforecasting, funding allocations, and spend governance.
• Partner with Finance to manage CAPEX governance (capitalization alignment, timing, and reporting) and ensure consistent treatment of costs across initiatives.
• Track actuals vs. budget/forecast across OPEX and CAPEX, including commitments and accruals; explain variances, surface risks early, and recommend course corrections or reallocations.
• Connect spend to outcomes by maintaining a consistent value tracking approach‑KPIs, measurement plans, validation of realized benefits, and identification of value leakage.

• Manage performance across strategic vendors (SIs, SaaS providers, managed services): KPIs, deliverables, SLAs, and escalation.
• Lead contract and renewal support with Procurement/Legal: scope clarity, pricing protection, change orders, and performance remedies.
• Establish vendor governance: quarterly business reviews, scorecards, and accountability for outcomes (not activity).

• Build and execute change plans for major programs: stakeholder mapping, communications plans, training approach, readiness checks, and adoption metrics.
• Ensure "go‑live" includes adoption enablement and business process changes‑so value is realized, not just delivered.
• Drive transparent executive communication: what's on track, what's at risk, and what decisions are needed.

• Portfolio health: % initiatives with clear scope, owner, timeline, and measurable KPIs; on‑time/on‑budget delivery improvement.
• Value delivery: quantified benefits realized vs. committed, with Finance validation; reduction in "benefits leakage."
• Cost discipline: improved run/change visibility; reduced vendor spend waste; fewer change orders and delivery surprises.
• Business satisfaction: improved stakeholder confidence and clarity (predictability + transparency).
• Adoption: usage/adoption KPIs met for key platforms; measurable process compliance improvements post‑launch.

• 8-15+ years leading transformation programs, PMO/portfolio governance, or strategy execution: ideally in services, distributed operations, or complex multi‑stakeholder environments.
• Demonstrated ability to run executive governance and deliver measurable outcomes, not just project artifacts.
• Strong…