Cost Efficiency Contribution

• Consolidates PMO, ARB, release, and change forums into one operating cadence.
• Reduces duplicated architecture activity and late-stage rework through early assurance.
• Stops low-value or non-reusable initiatives before significant spend is committed.
• Creates one dashboard for portfolio, risk, dependency, and value tracking.

Principal Responsibilities

• Work with the CTO to translate CTO strategy into deliverable products and solutions and be responsible for their release into the Bell business.
• Establish and run the CTO Office governance model, including the intake front door, prioritization rhythm, decision forums, stage gates, action tracking, and escalation routes.
• Lead architecture assurance across new services, product releases, platform initiatives, major vendor choices, and Internal IT change, ensuring decisions are secure, reusable, supportable, and commercially sensible.
• Integrate programme, release, and change activities into a single rhythm covering roadmap planning, dependency control, readiness reviews, launch adoption, and benefits realization.
• Provide the CTO Leadership Team with a clear portfolio view across priorities, delivery health, risks, dependencies, capacity constraints, financial implications, and expected business value.
• Create common governance artefacts including investment cases, architecture decision records, exception logs, release readiness packs, RAID reports, benefits trackers, and executive dashboards.
• Work with Product CTO, Product & Service Design, and IP & Platforms to ensure AI First products and Bell IP are governed through repeatable architecture and release patterns.
• Work with Field CTO and customer-facing teams to convert market signals and customer requirements into governed, reusable capabilities rather than bespoke one-off activity.
• Embed business change from design through adoption, ensuring colleague, delivery, and customer-facing teams understand new processes, products, services, and platforms.
• Drive cost efficiency by consolidating forums, removing duplication, challenging low-value initiatives, and creating consistent reuse-before-buy-or-build control.

Required Experience

• Senior leadership experience across technology governance, enterprise architecture, transformation delivery, change management, or portfolio management.
• Proven ability to operate at CTO or executive-leadership level, translating strategy into operating rhythm, decisions, delivery control, and measurable outcomes.
• Experience chairing or coordinating architecture boards, technology councils, portfolio boards, or transformation governance forums.
• Strong understanding of enterprise architecture, service design, release governance, risk management, security assurance, and benefits realization.
• Experience leading cross-functional teams in a product, platform, managed services, consulting, or technology transformation environment.
• Track record of reducing duplication, improving delivery confidence, and creating reusable standards, templates, and governance artefacts.

Technical and Domain Knowledge

• Enterprise architecture principles, reference architecture management, target-state roadmaps, exception control, and architecture decision records.
• Portfolio and programme management, including roadmap planning, RAID, dependency management, investment governance, and executive reporting.
• Change and adoption methods, including stakeholder mapping, business readiness, communications, training, impact assessment, and benefits tracking.
• Governance of AI-enabled services, automation, platform engineering, data, security, cloud, data centre, and Internal IT operating models.
• Commercial and delivery awareness, including value cases, margin impact, supportability, supplier alignment, launch readiness, and service transition.

Candidate Success Profile

• Operating in both internal and external facing roles at CTO level to drive strategic objectives and align technology-driven business strategies.
• Credible with senior technology and business stakeholders; able to challenge constructively and make ambiguity manageable.
• Balances governance discipline with delivery pace, ensuring teams see the function as a value accelerator rather than a blocker.
• Data-led and evidence-led, with strong written and verbal communication for executive decision packs and board-style updates.
• Comfortable operating across strategy, architecture, delivery, change, and commercial discussions without becoming siloed in one discipline.