Vice President / Head of Enterprise Technology Architecture

About Trilliad

Trilliad, a market-leading Growth Services Provider (GSP), solves challenges and drives results for Growth Leaders across Sales, Marketing, and Customer Success. Trilliad’s full-service solutions deliver competitive advantage for the brands it works with by optimizing their sales and marketing strategies, processes, skills, and technology. Trilliad drives efficiency and predictability at the intersection of Sales, Marketing, and Customer Success to increase seller productivity, lower cost per lead, decrease cost per sale, accelerate time to close, and drive customer lifetime value.

At Trilliad, culture is our backbone. It shapes how we think, behave, and treat one another, and it defines how our clients, partners, and communities experience us. Every company has a culture, and at Trilliad, we make ours intentional—anchored in our Leadership Principles. These principles guide every decision and interaction: putting the company first, obsessing over growth, remembering that business is personal, and ensuring strategy turns into execution. We succeed by being one team, striving for greatness, speaking the truth, and holding ourselves accountable. We lighten up with humor, stay patient and disciplined, run towards problems, celebrate results, and never accept confusion as an option. This is the culture you step into at Trilliad—purposeful, lived, and continually developed.

Responsibilities

• Systems Architecture & Integration
  • Define and maintain the target-state technology architecture across finance, talent, CRM, marketing, and operational systems, including system-of-record designations and integration patterns.
  • Map current-state data flows and dependencies between platforms; identify redundancy, fragility, and manual workarounds, and build a plan to retire them.
  • Set standards for how integrations are built, documented, monitored, and supported—including API, event, and agent access patterns—whether delivered by internal staff, the MSP, or an implementation partner.
  • Review and approve significant system, integration, and configuration changes before they reach production, including the deployment of AI features, agents, and automations that read from or write to systems of record.
• Master Data & Governance
  • Establish master data definitions, ownership, and stewardship for core entities—client, employee, vendor, project, and financial hierarchies—across service lines, recognizing that these definitions are the precondition for reliable reporting, automation, and AI-generated output alike.
  • Reconcile conflicting data structures inherited from acquisitions and legacy implementations into a coherent enterprise model, sequencing the work by where fragmented data most constrains decision-making and automation.
  • Stand up practical data quality monitoring and a governance forum with clear decision rights, sized to the organization rather than borrowed from an enterprise playbook, and extend its remit to cover decisions about AI and automation that touch core data.
• AI and Automation
  • Define the enterprise AI and automation architecture—approved platforms, data access patterns, identity and permissioning models, and the boundary between vendor-embedded AI capability and Trilliad-built capability.
  • Own the internal AI rollout end-to-end: tooling selection, provisioning, integration with systems of record, and the technical controls that make responsible use enforceable rather than aspirational.
  • Establish AI governance covering acceptable use, data classification and residency, vendor and model review, an inventory of deployed AI and agents, and audit traceability—embedded in architecture rather than resting on policy alone.
  • Identify and sequence automation opportunities across finance, talent, and operational processes, distinguishing work that should be automated from work that should first be simplified or retired.
  • Partner with service line and enablement leadership to make enterprise data and systems accessible to AI-enabled workflows, ensuring client and employee data protections hold as that access broadens.
  • Build internal capability to design, deploy, and support AI and automation, and define what production-ready means for AI-assisted and agentic systems.
• Roadmap & Prioritization
  • Own the systems roadmap: intake, evaluation, sequencing, and communication of technology initiatives across the business.
  • Translate business objectives into prioritized technology work, and make trade-offs transparent to executive stakeholders.
  • Build the business case for major investments, including cost, risk, and expected outcome; support vendor selection and contract negotiation, with particular scrutiny of AI functionality and pricing in platform renewals.
• IT Operations & MSP Management
  • Manage the MSP relationship end to end—scope, SLAs, performance reviews, escalations, and cost.
  • Lead and develop a small internal IT team responsible for ticket triage, end-user support, and day-to-day platform administration.
  • Define the support model: what the MSP handles, what stays internal, and how work escalates between them, and where accountability sits for supporting AI and automation tooling.
  • Track service metrics that matter (resolution time, recurring issue themes, user satisfaction) and use them to drive root-cause fixes rather than faster patching.
  • Maintain appropriate security, access, and compliance controls across systems—including data loss prevention and access review for AI tooling—in partnership with internal stakeholders and the MSP.
• Stakeholder Partnership and Team Management
  • Serve as the primary technology partner to service line leadership, finance, HR, and marketing operations.
  • Communicate architectural decisions and constraints in business language to non-technical audiences.
  • Build credibility as a trusted advisor rather than an order-taker—pushing back constructively when a request conflicts with the target-state architecture, and applying the same discipline to AI proposals as to any other investment.
  • Lead and line-manage the internal IT team.

Leadership Principles

Because how we do things matters just as much as what we do at Trilliad, our Leadership Principles should act as a compass directing the everyday behavior of every teammate across the organization:

• Growth Obsessed. For our business, our clients, and our Selves.
• Create Client Value. Become irreplaceable.
• Business is Personal. Cultivate relationships. Make space for connection. Care about each other.
• Tighten-Up. Focus, discipline, and rigor count.
• Lighten-Up. Humor and laughter deepen bonds.
• Strategy Without Execution Is Just Dreaming. Hope is not a strategy. Vision matters—so does execution.
• You Have the Ball. Be accountable. Take action. Go the distance.
• Be One Team. No lone wolves. Have each other’s back and help each other out.
• Run Towards Problems. Symptoms signal deeper causes. Find the root.
• Raise The Bar. Good is the enemy of great. Better never stops—be a Difference-Maker!
• Have the Hard Conversation. Be direct and empathetic. Speak the truth, kindly. Feedback is a gift.
• Confusion Is a Choice. Stay curious—Seek to understand. Share context—seek to be understood.
• Celebrate Results. Make recognition a habit. Shine a light on what’s working, big or small.
• The Journey Matters. Meaningful work takes time. Be patient. Think: the next 90 days and the next 10 years.
• Think “We” not “Me.” Prioritize what’s best for the business, the team, and the journey.

Requirements

All Difference-Makers are expected to meet the Trilliad Standard for Transferable Skills and Knowledge, which defines the core capabilities every teammate must bring—regardless of role, function, or level.

• Trilliad transferable skills:
  • Contextual Awareness
  • Critical Reasoning and Thinking
  • Data/Analytic Acumen
  • Empathy
  • Judgment and Discernment
  • Moral Courage
  • Pattern Recognition and Systems Thinking
  • AI Literacy
  • Responsible and Effective AI Use
• Trilliad’s Business and Commercial Context

Skills

• Domain-specific skills:
  • Enterprise systems architecture and integration design — You design how multi-platform environments fit together, define system-of-record designations, and establish integration patterns that balance flexibility with architectural coherence, ensuring platforms connect reliably as the business scales.
  • Master data modeling and governance — You define core entities, ownership, and stewardship in environments that did not previously have them, reconciling conflicting structures into a coherent enterprise model that supports reporting, automation, and AI.
  • AI and automation architecture — You define the technical foundation for how AI and automation are deployed across the enterprise, including data access patterns, identity models, governance controls, and the boundary between vendor-embedded and Trilliad-built capability.
  • Technology roadmap development and prioritization — You translate business objectives into sequenced technology work, build business cases for major investments, and make trade-offs transparent to executive stakeholders when demand exceeds capacity.
  • Vendor and MSP management — You manage outsourced IT service providers end to end, including SLA definition, performance management, escalations, and cost control, ensuring the partnership delivers value without creating dependency.
  • Technical communication to non-technical audiences — You move fluidly between technical detail and executive summary, explaining architectural decisions and constraints in business language that builds credibility and trust with service line and enablement leadership.
• Domain-Specific Knowledge:
  • Multi-platform enterprise system ecosystems — You understand how ERP, CRM, and HCM systems integrate in practice, including the data models, API capabilities, and integration patterns of platforms such as Salesforce, NetSuite, Dayforce, Darwinbox, and Hu.