Director of Enterprise Live Services

6 month initial contract

This role has a high level of accountability, reporting to the Chief of Engineering and Platforms (SCS2). It is accountable for ensuring Live Services are monitored, controlled and provided in accordance with required availability targets, mitigations are in place to offset risks, and tools and processes are available and defined to expediently manage incidents and drive improvements.

This includes defining the Live Service strategy, policies on controls and monitoring and accountability for targets defined below:

Driving Operational performance of HMRCs live IT Service Estate (available, working and managed to user expectations and industry standards)

Holding directors\Service and Platform owners to account for the operational performance and standards of their services

Own and define the ELS targets, (e.g financial efficiency, customer satisfaction, operational delivery, change throughput), some of which will be downward driven by ExComm and CDIO SLT.

Enterprise level risk and investment management (process, assessment and mitigation)

Operating model management for the ELS function (capabilities, maturity and outcomes)

CIO Director General (ExCom) support as required for enterprise live service (e.g operations, improvement, performance, risk)

External engagement for enterprise live service (performance, reputation, financial investment, operational management standards)

Improving live operations, considering future user and customer needs, technology changes and security requirements (across CDIO, and reflecting ongoing engagement with OGD’s)

Strategic and operational risk management across HMRC IT Estate (frequent ExCom and Cabinet Office engagement) to review and address risk in line with agreed risk appetite and funding

Function management, driving positive behaviours and cultural change in line with HMRC values for a large number of teams and civil servants (approx. 200 FTE)

Relationship Management across HMRC and strategic third parties to enable the implementation of the CDIO vision, strategy and key results for “live service” through Intelligent Client functions and capabilities

Prioritising available funding to improve the live service estate -reflecting ExComm and pan-directorate priorities.

Hold peers to account, but also support them in driving high standards of reliability

Sponsorship for our ServiceNow roadmap (and ownership), ensuring we exploit it where it is best placed to solve the opportunity at hand (working with CEPO peers to ensure end to end alignment of approaches across our tools)

Active member of the CEPO SLT. CEPO leadership is expected to operate as a team, avoiding silod goal setting and high alignment of strategy, delivery, risk etc

The ideal candidate will be.

Proven IT Service Management executive with experience running a large IT service estate within public (HMG) and private organisations with different sourcing strategies.

Experience driving effective IT governance and control of large, disaggregated teams and supply chains

Experience at accelerating the rate of change delivered through technical and cultural practices, providing autonomy, audibility and ensuring appropriate risk management is in place.

A combination of ITIL (qualifications or experience) and modern approaches (SRE, DevOps, CI/CD whilst expertise is not required this role needs to be more than a ‘passenger’ on our journey as these concepts are key to high availability). This role will need to support both.

Proven track record of good strategic and operational decision making with the ability to making good decisions, at pace, within a challenging environment.

Ability to build relationships in a collaborative manner at all levels of the government organisations, including strategic relationship management with a wide and varied 3rd party supply chain