Head of IT — Connected Care

Job Title Head of IT — Connected Care

Job Description The Head of IT for Connected Care is the most senior IT leader embedded in Philips’ Connected Care business unit, which encompasses patient monitoring systems, clinical decision support, telehealth platforms, and hospital workflow solutions. Reporting to the Group CIO with a strong dotted line to the BU CEO, this role owns the end-to-end IT strategy, delivery, and operations for Connected Care.

The BU operates at the frontier of real-time clinical data, edge computing, and AI-driven patient surveillance—placing unique demands on IT architecture, cybersecurity, and interoperability. The role balances enterprise platform consumption (SAP S/4, Salesforce, Workday) with BU-specific needs in connected device ecosystems, cloud-to-edge architectures, and clinical data integration. This is a Vice President (EL1) position within the Philips IT Leadership Team.

In addition, the Head of IT is the designated AI & Data Champion for Connected Care - the single accountable leader who owns the BU's AI and data agenda end to end: partnering with the business to identify and prioritize high-value AI use cases, building AI solutions, organizing and governing the BU data estate, standing up a dedicated BU-centric AI team, and acting as the connective tissue to the enterprise AI & Data organization and the AI Center of Excellence (COE).

Your role : IT Strategy & Business Alignment Own the BU's IT strategy andget it delivered. It has to line up with the BU's commercial targets, its clinical and product innovation plans, and the Group IT three-pillar model: AI & Data Factory, Platform Operations, Digital Product  the BU CEO's IT counterpart. Much of the job is translation, turning what the business, the clinic and the field organisation need into a funded, sequenced set of commitments, then holding to them.

Get the enterprise platforms adopted inside the BU without pretending the BU is generic. Service contracts, installed-base management, order management and workflow integration are where standard configuration hits its limits. Make those trade-offs explicitly, and in the open.

Shape the BU's digital product engineering agenda together with the BU's leaders. AI and ML built into the products should run on shared services from the AI & Data Factory; a local rebuild of what already exists centrally is the failure mode to head off.

Set the IT direction for the services business: field service, remote service, and the recurring-revenue models attached to them Delivery & Portfolio Governance Govern the BU IT portfolio across Run and Improve, ensuring service stability for mission-critical patient monitoring systems while driving transformation programs on time and within budget.

Lead the BU’s participation in the SAP S/4 transformation, owning BU-specific process design for subscription-based business models, installed-base management, and service logistics.

Manage BU IT budgets under the consumption-based charging model with transparent cost attribution and predictable financial performance.

Oversee vendor and partner relationships specific to Connected Care, including clinical IT vendors, interoperability partners, and cloud/edge infrastructure providers.

AI & Data Championship, Data & Digital Enablement Own the AI agenda visibly. The business unit should know who is accountable for it, what the plan is, and what it is worth.

Work with business, clinical, commercial and service stakeholders to find, qualify and rank AI use cases. Keep a governed pipeline behind it, with real business cases, value at stake and adoption numbers, rather than a list of experiments nobody has costed.

Build and lead a BU AI team: AI product owners, data engineers, ML and GenAI…