Service Delivery and Operating Model Architect

The Church is moving its ERP, EPM, and HCM systems to Oracle Fusion Cloud, area by area, over several years. Until the last area moves, People Soft 9.2 stays live alongside it. Two systems run at once, and the line between them shifts with every migration.

Someone must work out how the business gets supported through that. Who to call. Who picks it up. Who owns the answer. And how that changes each time an area crosses over.

That is this job. You design the support model, prove it works, and hand it to the team who will run it.

Support today runs on a mix of written process and tradition, and none of it transfers automatically to Oracle. You are here to replace habit with something deliberate, without breaking what already works.

This is not a finance role and not a systems administration role. It is an operations role for someone who understands how a business runs and is comfortable around technology.

The Church is moving its ERP, EPM, and HCM systems to Oracle Fusion Cloud, area by area, over several years. Until the last area moves, People Soft 9.2 stays live alongside it. Two systems run at once, and the line between them shifts with every migration.

Someone must work out how the business gets supported through that. Who to call. Who picks it up. Who owns the answer. And how that changes each time an area crosses over.

That is this job. You design the support model, prove it works, and hand it to the team who will run it.

Support today runs on a mix of written process and tradition, and none of it transfers automatically to Oracle. You are here to replace habit with something deliberate, without breaking what already works.

This is not a finance role and not a systems administration role. It is an operations role for someone who understands how a business runs and is comfortable around technology.

• What you will do:
• Learn how support really works today. Sit with the people doing the work, in the areas where they do it. Find the workarounds they invented when the official path was too slow. Some are smart and belong in the design. Some exist for a real regulatory reason. Some are just habit. Telling them apart is most of the skill. Build a factual baseline of ticket volumes, categories, and where work gets stuck.
• Design the support model. Define how work arrives, who handles it, when it escalates, and who owns the outcome. That covers first-line intake, escalation routing, second-line functional and third-line technical ownership, escalation to Oracle, and where each tier sits in the organization. Specify how this runs in Service Now: categorization, routing, priority and severity, service targets, and how knowledge articles are written, reviewed, and retired.
  
  The Service Now team builds it. You specify it and test it. Define roles, capacity, coverage across time zones, and the skills each tier needs. The model has to keep working after each post-go-live support phase, with some areas on Oracle and some still on People Soft.
• Keep live operations and delivery safe from each other. While the program builds for areas that have not yet migrated, the areas already live are running real business on Oracle. A change made for one can break the other. You will track planned changes on both sides, set the rules for which lane a change belongs in, and manage the pauses around each go-live.
• Make it real, then hand it over. Produce what people need to run the model: process documentation, runbooks, escalation and RACI matrices, intake scripts, and training material. Support hypercare planning. Define the measures that show whether it is working. Then transfer it properly. Your success is how well it runs after you step back.

• Keep the whole picture in view. Hold the detail of a routing rule and the shape of the enterprise at the same time, and know which one the person in front of you needs.
• Take Voice of the Customer seriously. A model that looks elegant in a diagram and frustrates someone in an area office has failed.
• Work as one team. Us-and-them between the business and support quietly ruins operations. You will design across divisions, departments, and areas where nobody reports to you, and the work has to feel shared rather than imposed.
• Speak up. When something needs to change, say so early, to the right person.
• Aim for results, not perfection. Put something workable in front of people and improve it. Work in short cycles. Show your thinking. Change your mind openly.
• Be…