Your first priority is to lead the modernization of an ITSM environment (today, ServiceNow) that has grown organically and now needs to scale. You will set the direction for what gets rebuilt and why, working hands-on with the architecture team and a third-party delivery partner. You know how to design well throught through processes and bring enough platform depth to be a credible peer in the room — evaluating business requirements against technical requirements and principles, prioritizing and defining implementation requirements that meet business need while keeping the rebuild disciplined. This is the first major program of the role, not a permanent one.
You own our custom front-door application as a product. This product is the first-stop for Operating Companies looking for IT help from corporate and is the first layer for routing opcos to get what they need quickly and efficiently. That is, it is the first stop for how a request enters and reaches the right answer — questions answered as well as requests fulfilled automatically where it can be and routed to the right team where it cannot. Ultimately, from an operating company's point of view, asking for something and getting it feels like a single, simple experience regardless of where the request is routed.
The service catalog is the largest destination the front door routes to — the menu of standard, repeatable IT services. You own the catalog the way a product manager owns a product. You know what is in it, identify the gaps from real operating-company demand - leveraging insights and synthesis from the Customer Success team -, decide what gets added, and collaborate with process owners retire what is stale. You build the framework that lets delivery teams contribute to the catalog within clear, governed patterns — so the catalog grows without a small team becoming the bottleneck.
Operating companies can reach the catalog directly too, but whether they come through the front door or straight to it, the experience should feel like one coherent system. You own how the front door and the catalog work together so that, from an operating company's point of view, asking for something and getting it is simple.
You set the standards that keep the catalog trustworthy — confirming items are real and deliverable & charge backed where appropriate before they go live. Governance here means keeping the lanes clear, not defining or approving every addition or retirement to the catalog. You make the conversation unnecessary by developing a good governance framework that enables speed, multi-team contribution, and quality.
You and the technical architecture team are partners. You own the product perspective — what the experience should be and what good looks like for the operating company. They own how it is built. Neither side succeeds without the other, and the partnership runs on a standing rhythm you help define, not ad-hoc collaboration.
You build this function with an automation-first mindset. Today it runs on manual work and tribal knowledge held in individual heads. You scale it not by adding people but by automating the routine and building patterns that hold up as Quanta grows.
