Role summary

Lead and develop Spire Healthcare’s Architecture function and define the technology, data, integration and AI strategies that enable Spire’s business goals.

The role connects business strategy, delivery portfolios and technology strategy, providing architectural leadership across transformation, commercial digital enablement and clinical and enterprise platforms. It builds a technology strategy covering systems, data and integration foundations alongside cyber-aligned technology choices and AI adoption.

The postholder must be a trusted senior leader who can work across Executive, business, clinical, technology and delivery stakeholders with the ability to balance strategic direction with pragmatic delivery. It ensures decisions are business-aligned, standards-led and strongly governed.

The role leads the ongoing development of the Architecture operating model, team capability, tooling and engagement processes so that architecture is embedded early in portfolio and programme decision-making.

Key Responsibilities

• Develop and maintain enterprise technology strategy, architecture principles, standards and multi-year roadmaps aligned to Spire’s business strategy, digital strategy, transformation priorities and regulatory obligations.
• Provide senior architectural input to commercial digital transformation, including CRM, CMS, self-service pathways, partner integration, contact centre strategy / omnichannel engagement and digital growth opportunities.
• Guide ERP, PAS/EPR architecture, including target-state architecture, procurement support, integration and data migration approach, business capability mapping and discovery activity.
• Evolve and shape Spire’s AI strategy, AI governance and AI adoption including alignment to existing project governance, risk processes, responsible AI controls, AI literacy and business-led automation patterns.
• Oversee data and integration architecture direction, including FHIR-aligned modelling, API governance, data strategy, Microsoft Fabric / Purview governance, data quality and ownership models alongside reusable interoperability patterns.
• Lead and develop Spire’s Enterprise Architecture Practice, including the operating model, engagement routes, design patterns, architecture repository and architecture capability.
• Evolve architecture governance through the Architecture Review Board and Technical Design Authority, ensuring governance is applied as “speed with safety” minimising delivery friction.
• Ensure solution architecture is embedded into delivery across platforms and portfolios.
• Partner with stakeholders from Information Security, Data Protection, Clinical Safety, Risk, Procurement and Legal to ensure technology choices meet necessary requirements.
• Lead technology assessment, horizon scanning, benchmarking and supplier evaluation, ensuring partner and vendor recommendations are grounded in business value, delivery risk, data implications and operational sustainability.
• Develop and communicate recommendations, strategy narratives, and risk positions for IT SLT, ExCo, Board-level forums and programme steering committees.
• Manage, mentor and develop the Architecture team across enterprise, solution, data, integration and domain architecture, including objectives, onboarding, role clarity, capability development and prioritisation.
• Ensure architecture activity connects portfolios and initiatives, identifying dependencies, duplication, tactical drift, platform misalignment and opportunities to simplify, reuse and accelerate delivery.
• Build and maintain trusted relationships across Spire and its ecosystem partners, including strategic suppliers, delivery partners and technology vendors, while protecting coherent governance and engagement routes.
• Support annual operating plan and investment planning by providing architectural input to priorities, business cases, sequencing, resource demand, programme dependencies and benefits realisation.
• Promote pragmatic technology modernisation, balancing strategic ambition with affordability, operational readiness, cyber and regulatory risk and the need to deliver “good, not perfect” progress at pace.