Head of IT — Connected Care

Job Title

Head of IT — Connected Care

Job Description

The Head of IT for Connected Care is the most senior IT leader embedded in Philips’ Connected Care business unit, which encompasses patient monitoring systems, clinical decision support, telehealth platforms, and hospital workflow solutions. Reporting to the Group CIO with a strong dotted line to the BU CEO, this role owns the end-to-end IT strategy, delivery, and operations for Connected Care. The BU operates at the frontier of real-time clinical data, edge computing, and AI-driven patient surveillance—placing unique demands on IT architecture, cybersecurity, and interoperability. The role balances enterprise platform consumption (SAP S/4, Salesforce, Workday) with BU-specific needs in connected device ecosystems, cloud-to-edge architectures, and clinical data integration. This is a Vice President (EL1) position within the Philips IT Leadership Team. In addition, the Head of IT is the designated AI & Data Champion for Connected Care - the single accountable leader who owns the BU's AI and data agenda end to end: partnering with the business to identify and prioritize high-value AI use cases, building AI solutions, organizing and governing the BU data estate, standing up a dedicated BU-centric AI team, and acting as the connective tissue to the enterprise AI & Data organization and the AI Center of Excellence (COE).

Your role:

IT Strategy & Business Alignment

• •Own the BU's IT strategy and get it delivered. It has to line up with the BU's commercial targets , its clinical and product innovation plans, and the Group IT three-pillar model: AI & Data Factory, Platform Operations, Digital Product Engineering.
• •Be the BU CEO's IT counterpart. Much of the job is translation, turning what the business, the clinic and the field organisation need into a funded, sequenced set of commitments, then holding to them .
• •Get the enterprise platforms adopted inside the BU without pretending the BU is generic . Service contracts, installed-base management, order management and workflow integration are where standard configuration hits its limits. Make those trade-offs explicitly, and in the open.
• •Shape the BU's digital product engineering agenda together with the BU's leaders . AI and ML built into the products should run on shared services from the AI & Data Factory; a local rebuild of what already exists centrally is the failure mode to head off .
• •Set the IT direction for the services business: field service, remote service, and the recurring-revenue models attached to them

Delivery & Portfolio Governance

• •Govern the BU IT portfolio across Run and Improve, ensuring service stability for mission-critical patient monitoring systems while driving transformation programs on time and within budget.
• •Lead the BU’s participation in the SAP S/4 transformation, owning BU-specific process design for subscription-based business models, installed-base management, and service logistics.
• •Manage BU IT budgets under the consumption-based charging model with transparent cost attribution and predictable financial performance.
• •Oversee vendor and partner relationships specific to Connected Care, including clinical IT vendors, interoperability partners, and cloud/edge infrastructure providers.

AI & Data Championship, Data & Digital Enablement

• •Own the AI agenda visibly. The business unit should know who is accountable for it, what the plan is, and what it is worth.
• •Work with business, clinical, commercial and service stakeholders to find, qualify and rank AI use cases. Keep a governed pipeline behind it, with real business cases, value at stake and adoption numbers, rather than a list of experiments nobody has costed.
• •Build and lead a BU AI team: AI product owners, data engineers, ML and GenAI engineers, and translators who can sit between a clinical workflow and a model without losing either.
• •Get the BU's data estate into shape. Productised data assets, quality, lineage, stewardship, and integration into the enterprise data mesh, so clinical, product, commercial and operational data can be used for AI rather than cleaned up for it every time.
• •Work with the AI & Data Factory to move BU use cases faster, GenAI in the workflow included. Put AI into IT operations too: monitoring, incident triage, agentic workflows.
• •Use the platforms, reference architectures, MLOps and LLMOps tooling and responsible-AI guardrails the AI & Data Factory and the AI COE already provide. Don't rebuild them. Push BU requirements back into the enterprise plan instead.
• •Raise AI literacy across the business unit. That means enablement, reusable patterns, prompt and solution libraries, and people who will sit down with a clinical, commercial or service team, or with a developer or citizen developer, and work through it. The AI COE backs this.
• •Run the traffic both ways with the enterprise AI and data teams: escalate what the BU needs, bring back what the enterprise has built, and get security, privacy, responsible-AI and regulatory requirements designed in early instead of reviewed late.

Cybersecurity, Interoperability & Regulatory Compliance

• •Ensure IT systems and connected device ecosystems meet FDA, MDR, HIPAA, and healthcare interoperability standards (HL7 FHIR, IHE profiles), with particular attention to clinical device cybersecurity.
• •Own the BU IT risk posture, including medical device cybersecurity, data privacy, business continuity, and compliance with Philips’ enterprise governance framework.
• •Collaborate with Regulatory Affairs and the AI Safety & Ethics Lead to ensure AI-driven clinical features meet regulatory validation, explainability, and bias monitoring requirements.

Team Leadership & Talent Development

• •Build the team and move its centre of gravity: away from project delivery and application support, toward product management, AI operations, data engineering and platform engineering. Some of that is hiring. Most of it is reskilling people who are already here.
• •Set a culture of accountability, innovation and Impact with Care, Philips' commitment to delivering results while caring for people, patients and communities.
• •Hire and keep good technology people in a market where they have options. Philips' mission is a genuine advantage in that market; use it

Role Success Measures

• •The BU CEO and leadership team recognize the IT strategy as tied to their commercial targets and their innovation plans.
• •Priority Improve initiatives, the SAP S/4 BU workstream included land on time and on budget, with value that can be traced afterwards.
• •Run performance stable or improving against agreed service levels, incident volumes falling as AI takes over more of the operational work.
• •No critical cybersecurity incidents and no regulatory findings against the IT systems supporting the BU's products.
• •Budget performance predictable, with cost attribution clear enough that the business argues about priorities instead of about the numbers.
• •A governed AI use-case pipeline in place, with an agreed target number of high-value cases carried from concept into production and value attributed to them.
• •The BU AI team staffed and producing, with a clear operating model and a working interlock into the AI & Data Factory and the AI COE.
• •BU data curated into AI-ready data products, governed, and connected to the enterprise data mesh
• •An end-user and developer AI community that is growing, with adoption, enablement and reuse actually measured.
• •Reskilling milestones met..

Role Boundaries & Interfaces

This is a business-embedded IT leadership role, not a central IT delivery function . The Head of IT has full accountability for IT strategy, delivery, and operations within Connected Care, but consumes shared enterprise platform services from Platform Operations and AI infrastructure from the AI & Data Factory. The role does not own enterprise platform architecture decisions but shapes how platforms are configured for Conn