Head of IT Strategy and Transformation

We need to output HTML fragment with sections: About the role? The posting includes purpose of the job, essential duties, responsibilities, etc. We need to use

for section headings like About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. We must include a section only when posting has real specific content. The posting includes purpose, duties, responsibilities, education/experience, certificates, knowledge/skills, physical requirements, work environment. We can map: - About the role: could be purpose of the job (intro). Use

About the role

then

with purpose paragraph. - Responsibilities: essential duties and responsibilities (list). Use

Responsibilities

then

• items. - Requirements: education and experience, certificates, maybe also knowledge and skills? But we have separate sections: Requirements, Qualifications, Skills. We need to decide what to put where. The instruction: use headings for those categories if content exists. We have education and experience, certificates, knowledge and skills. Could put education/experience under Requirements, certificates under Qualifications, knowledge/skills under Skills. Or combine. We'll follow typical: Requirements = education & experience; Qualifications = certificates/licenses; Skills = knowledge and skills. We must not repeat job title. No Job ID. Remove boilerplate like EEO etc. There's none. We need to preserve all substantive info. So we need to include all details from purpose, duties, responsibilities, education/experience, certificates, knowledge/skills, physical requirements, work environment. Also maybe "Team Leadership and Development" etc are part of responsibilities. We need to ensure we don't create sections with placeholder text. All sections we create have content. We must output only HTML fragment, no /, no markdown fences. Let's extract content. Purpose of the job paragraph: "Head of the IT Strategy and Transformation Office (STO) leads an integrated enterprise capability that connects strategy, architecture, investment planning, delivery excellence, organizational change, and executive governance. The role brings Enterprise Architecture, Lean Portfolio Management, Agile Delivery (LACE), Organizational Change Management, and Executive Governance together into one accountable operating model. Through this leadership, the Head of IT Strategy & Transformation ensures technology investments are strategically aligned, architecturally sound, appropriately prioritized, delivery-ready, and supported through adoption. The role connects enterprise strategy to execution by enabling informed decisions, focusing resources on the highest-value work, and improving transparency, consistency, and accountability for transformation outcomes." We'll put that in About the role. Responsibilities: list of essential duties and responsibilities. The posting has headings: Essential Duties And Responsibilities, then sub-sections: Leads the Integrated IT Strategy & Transformation Office, Enterprise Architecture, Lean Portfolio Management, Agile Delivery (LACE), Executive Governance, Organizational Change Management, Team Leadership and Development, Supervisory Responsibilities. We need to turn each bullet into
• . We'll need to capture each duty as a list item. Could combine sentences. We'll produce list items for each major duty: - Leads the Integrated IT Strategy & Transformation Office: sets strategic agenda and annual operating plan for the STO, unifying architecture, portfolio, delivery, and governance activity behind one coherent enterprise strategy; owns the end-to-end operating model connecting strategy formulation, investment funding, architectural standards, delivery execution, and governance decision rights; serves as the single executive point of accountability for whether the organization's technology investments collectively advance its strategic priorities — through the quality of the recommendations, architecture, and delivery readiness the STO brings forward, not through unilateral funding authority; represents the STO to the executive team, the Investment Council, and Board-level committees, translating strategic intent into well-formed, architected, and delivery-ready investment recommendations for those bodies to decide. - Enterprise Architecture: directs the definition of enterprise architecture standards, technology roadmaps, and reference architectures that ensure every investment advances one coherent strategy; establishes the architecture governance model — including an Architecture Review Board that evaluates major initiatives for strategic fit, technical risk, and reuse before funding is committed — and delegates day-to-day chairmanship of the Board to the Principal Architect; owns the technology rationalization and modernization roadmap, reducing redundant platforms and technical debt over time. - Lean Portfolio Management: directs enterprise investment planning, aligning funding, capacity, and prioritization with strategic themes and value streams; facilitates the Investment Council — a standing committee of executive leaders who hold formal decision-making authority over funding, sequencing, and re-prioritization of major initiatives — by preparing prioritized investment recommendations, portfolio trade-off analysis, and capacity/value data for the committee's decisions; owns portfolio-level value realization: tracking benefits, cost, and capacity against plan, and reallocating investment as strategic priorities shift. - Agile Delivery (LACE): builds and matures enterprise delivery capability through the Lean-Agile Center of Excellence — coaching, engineering practices, and operating model maturity across delivery teams; sets delivery standards and operating cadences (e.g., Program Increment planning, Scrum of Scrums) that give the portfolio a predictable, transparent delivery rhythm; establishes delivery KPIs (predictability, flow, quality, cycle time) and drives continuous improvement across delivery teams. - Executive Governance: personally designs, chairs, and runs the decision forums and escalation paths that connect strategy, investment, architecture, and execution — including cadence, membership, and decision rights for each forum; ensures every major decision (funding, architecture exception, delivery risk) is made in the right forum, by the right owner, with the right information, and personally facilitates the highest-stakes / executive-level sessions; publishes and maintains a governance operating calendar and RACI so accountability is explicit at every level of the model; may be supported by governance/PMO analysts for administration and reporting, but retains direct ownership of the function; serves as the escalation point of last resort within the STO for unresolved cross-discipline conflicts (e.g., architecture vs. delivery timeline, portfolio priority disputes). - Organizational Change Management: owns enterprise-level change leadership for the operational and process-related impacts of major initiatives on the business — how work gets done, roles change, and processes are re-designed — as distinct from LACE's focus on delivery-team ways of working; directs the Manager, Organizational Change Management to build and run a repeatable OCM methodology (stakeholder analysis, change impact assessment, communication planning, training, and adoption measurement) applied consistently across major initiatives; ensures every initiative entering the portfolio carries a change-readiness assessment and a named change plan before it is funded, closing a common gap where technical delivery outpaces organizational readiness; personally sponsors change management for the STO's own operating model — leading the organization through the shift to a unified strategy, architecture, portfolio, and governance function, including communication, training, and adoption of new decision rights and cadences; partners with HR, Communications, and business-unit leaders to align change plans with broader organizational initiatives and to manage change fatigue across concurrent transformations; establishes adoption and sentiment metrics (e.g., stakeholder readiness scores, training completion, adoption rates) and reviews them alongside delivery and portfolio KPIs so change outcomes are tracked with the same rigor as cost and schedule. - Team Leadership and Development: provides strategic, tactical, and day-to-day direction to the architecture, portfolio, delivery, and change management leads who report into the STO; builds a cohesive leadership team across historically separate disciplines, establishing shared metrics, cadence, and a common operating language — while personally modeling the governance standard the team is held to, since the Head of IT Strategy & Transformation owns that discipline directly; owns hiring, performance management, coaching, and development planning for direct reports; holds them accountable for the same standard across their functions; manages the STO's budget, staffing, and vendor/consulting resources, and ensures adherence to company policy and compliance requirements; acts as an escalation point and thought partner for the organization on complex, cross-functional strategy, architecture, portfolio, or delivery problems. - Supervisory Responsibilities: directly supervises the leaders of Enterprise Architecture, Lean Portfolio Management, Agile Delivery (LACE), and Organizational Change Management, and carries out supervisory responsibilities in accordance with company policies and applicable laws; Executive Governance is run by the Head of IT Strategy & Transformation directly and has no dedicated manager; supervisory responsibilities include interviewing, hiring, and training team members; planning, assigning, and directing work; conducting performance and salary reviews; rewarding and disciplining staff; addressing complaints and resolving problems; coaching, mentoring, and developing direct reports and their teams; creating and monitoring development plans; setting performance expectations and goals; forecasting staffing needs across the STO; and enforcing department policies and procedures. That's a lot but we need to preserve all substantive info. It's okay. Now Requirements: Education And Experience: Bachelor's degree from a four-year college or university required, in Computer Science, Information Systems, Business Administration, or a related field; Master's degree (MBA or equivalent) preferred. Minimum 12 years of progressive experience across enterprise architecture, portfolio management, agile delivery, or IT/business strategy. Minimum 7 years in a leadership role managing multidisciplinary teams and/or a Strategy, Transformation, PMO, or Enterprise Architecture function. Demonstrated track record building or leading a Lean Portfolio Management model, Agile Center of Excellence, or comparable transformation function. We'll put that in

  Requirements

  • ... maybe each bullet separate. Qualifications: Certificates And Licenses: SAFe Program Consultant (SPC) or SAFe Agilist required; SAFe Lean Portfolio Management (LPM) certification preferred. TOGAF or equivalent enterprise architecture certification preferred. Prosci Change Management Certification or equivalent OCM credential preferred. PMP, PgMP, or ITIL certification a plus. We'll list each. Skills: Knowledge And Skills: Deep working knowledge of enterprise architecture frameworks, Lean Portfolio Management, SAFe or comparable scaled-agile operating models, and executive governance design. Proven ability to translate enterprise strategy into a funded, architected, and delivery-ready portfolio of initiatives. Skilled at designing governance forums, decision rights, and operating cadences that hold a large organization accountable without adding bureaucracy. Strong financial acumen — able to build, defend, and manage a multidisciplinary budget and demonstrate portfolio-level value realization. Exceptional executive communication and influence skills; able to synthesize complex, cross-functional trade-offs into clear recommendations for senior leadership and the Board. Experience leading organizational change across historically siloed functions, building one shared operating culture out of separate disciplines. Hands-on knowledge of organizational change management methodology (e.g., Prosci ADKAR or equivalent) and demonstrated ability to personally sponsor change on high-visibility, enterprise-wide initiatives. We'll list each as
  • . Physical Requirements and Work Environment: Could be separate sections? The instruction only lists specific headings: About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. It does not mention Physical Requirements or Work Environment as headings. So we should not create sections for those unless they map to Benefits/Pay/Schedule? They don't. The instruction says: "IMPORTANT: include a section ONLY when the posting has real, specific content for it — never emit a heading followed by filler/placeholder text". It also says: "Use

    for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule)." So we are limited to those headings. We should not create other headings like Physical Requirements or Work Environment. So we need to incorporate that info somewhere else, maybe within Responsibilities or About the role? But they are not about role. Could we put them under Responsibilities? Not appropriate. Could we omit them? The instruction says preserve ALL substantive information. So we need to include that info somewhere. Perhaps we can include them under a generic section like "Additional Details" but that's not allowed headings. However we could embed them in a

    after the sections without a heading? The instruction says use

    for section headings (e.g., About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). It doesn't forbid other headings, but says use

    for section headings (e.g., those). It might be