Purpose
To serve as the enterprise strategic integrator and planning partner for IT. The role provides unified direction, integrated roadmaps, and disciplined portfolio processes that enable coherent decision-making and value delivery across all areas of IT. It amplifies the CIO’s capacity for strategic leadership while helping the organization operate as “One Enterprise” — one coordinated system.
Core Accountabilities
Strategic Thinking & Facilitation — Lead or co-facilitate enterprise IT strategy development, scenario planning, and options analysis. Translate business priorities (especially retail/store operations, revenue protection, and simplification) into clear IT implications and recommendations.
Unified Roadmaps — Own the development and maintenance of the integrated enterprise IT roadmap. Synthesize inputs from all areas, highlight dependencies and sequencing, and ensure alignment with business value streams and the four strategic pillars.
Budgeting & Portfolio Processes — Strengthen investment prioritization, business-case discipline, and portfolio visibility. Provide strategic framing and ROI/value linkage for major initiatives so budgeting decisions are traceable to pillars and outcomes.
Light Strategic Solution Support — Develop and present high-level strategic options and alignment considerations for priority initiatives (within the context of roadmaps and planning). Facilitate workshops that help IT teams converge on a unified approach without owning detailed design or implementation.
Governance & Decision Support — Establish lightweight planning and prioritization governance (frameworks, cadences, decision rights). Prepare strategic materials, options papers, and briefing content for the CIO, town halls, and executive stakeholders.
Cross-Team Integration & Enablement — Act as a collaborative bridge across the IT leadership team. Reduce fragmentation and cognitive load so IT leaders can focus on running their part of the business and delivering for stores and customers. Proactively identify synergies and surface risks early as initiatives take shape.
Forward-Looking Synergy & Risk Identification — As projects and initiatives begin, actively look for opportunities to create synergies across teams and flag potential risks before they become execution issues. This forward-looking lens helps protect delivery timelines, reduce rework, and maximize value.
