Executive Director, IT Vendor Management

Executive Director, IT Vendor Management

This role has been designed as 'Hybrid' with an expectation that you will work on average 2 days per week from an HPE office.

• Own a comprehensive audit of HPE’s global IT software portfolio across all SaaS subscriptions, on‑premises licenses, maintenance agreements, and acquired‑entity software obligations, establishing a total cost of ownership baseline within 90 days
• Identify and quantify all redundancy: overlapping tools serving identical functions, duplicate licenses across business units, shelfware, and orphaned subscriptions from prior M&A activity
• Build and sustain a consumption and utilization analysis capability to match actual usage to contracted entitlements and surface over payment on a continuous basis
• Execute a multi‑year portfolio rationalization plan that consolidates the software vendor landscape and structurally reduces the cost base

• Establish commercial governance over all IT‑managed labor spend including managed service agreements, staff augmentation contracts, and third‑party consulting and professional services engagements
• Implement utilization controls and performance accountability frameworks across all managed service and staff augmentation relationships to eliminate cost creep and ensure value delivery
• Benchmark labor rates against market and renegotiate agreements where HPE is paying above competitive levels
• Build a consolidated view of total IT labor spend across internal and external sources to enable fact‑based workforce and vendor mix decisions

• Own commercial oversight of all HPE enterprise telecommunications obligations including network services, voice and data contracts, carrier agreements, colocation, and connectivity at the enterprise and site level
• Conduct a comprehensive telecommunications audit to identify rate optimization opportunities, underutilized services, redundant circuits, and contracts renewing at uncompetitive pricing
• Renegotiate carrier and network service agreements using benchmarked market rates and consolidated spend leverage
• Build a forward‑looking telco contract pipeline with full visibility to every renewal and expiry, eliminating auto‑renewal exposure across the carrier portfolio

• Own all major IT vendor relationships across software, labor, and telecommunications, negotiating renewals, renegotiating pricing on existing agreements, and challenging incumbents with competitive alternatives
• Implement a contract lifecycle management discipline that treats every renewal as a commercial renegotiation opportunity with full preparation, benchmarking, and leverage strategy
• Develop and enforce standard commercial terms, pricing benchmarks, and total‑cost‑of‑ownership models across all three spend categories and vendor tiers
• Establish a vendor performance management program with SLA frameworks, quarterly business reviews, and executive scorecards for all Strategic and Preferred tier vendors

• Create and own HPE’s standard playbook for assessing and rationalizing software, labor, and telecommunications obligations from acquired entities, preventing inherited complexity from compounding over time
• Partner with Corporate Development and IT Architecture to conduct commercial due diligence on future transactions, quantifying integration cost and rationalization opportunity prior to close
• Actively manage the post‑acquisition rationalization backlog across all three spend categories, prioritizing consolidation based on cost impact, integration complexity, and business continuity risk

• Design and implement HPE’s IT Vendor Management Office including decision rights, approval workflows, procurement policies, and executive escalation paths for all technology purchasing decisions across software, labor, and telecommunications
• Establish and enforce an enterprise‑wide IT procurement policy ensuring no new software, managed service, or telecommunications commitment is approved without VMO review, redundancy…