System Director of Technology Operations and Governance

Pay Range:$75.26 - $105.59

The System Director, Technology Operations & Governance provides enterprise leadership and operational accountability for technology operations, service delivery, information security operations, technology project and portfolio performance, vendor management, service management, major incident coordination, and continuous improvement. The position ensures technology services are reliable, secure, responsive, financially responsible, and aligned with organizational priorities and the needs of clinical, operational, and administrative stakeholders.

• Reporting to the Chief Information Officer, the System Director leads a multidisciplinary portfolio that includes Help Desk leadership and support personnel, Information Security Operations leadership and staff, and IT Vendor Management staff. The position establishes operating standards, governance practices, performance measures, escalation paths, decision rights, and accountability across these functions.
• Serves as the CIO's designated operational leader and strategic partner for enterprise technology governance, service delivery, information security operations, portfolio performance, and vendor management activities. As a senior member of the Information Technology leadership team, the position translates strategy into disciplined execution, supports executive decision-making, and provides leadership continuity for day-to-day technology operations.

SEARHC is a non-profit health consortium which serves the health interests of the residents of Southeast Alaska. We see our employees as our strongest assets. It is our priority to further their development and our organization by aiding in their professional advancement.

Working at SEARHC is more than a job, it’s a fulfilling career. We offer generous benefits, including retirement, paid time off, paid parental leave, health insurance, dental, and vision benefits, life insurance and long and short-term disability, and more.

Key Essential Functions and Accountabilities of the Job

Strategy, Executive Leadership, and CIO Partnership

• •Serve as the CIO's designated operational leader and strategic partner for enterprise technology governance, service delivery, information security operations, portfolio performance, and vendor management activities.
• •Translate organizational and IT strategy into operating plans, priorities, resource requirements, performance expectations, and measurable outcomes.
• •Advise the CIO and executive leadership on operational performance, information security priorities, portfolio health, vendor exposure, service capacity, and investment priorities.
• •Prepare executive briefings, governance materials, business cases, risk summaries, budget recommendations, and decision requests.
• •Represent Information Technology in enterprise governance forums and act on behalf of the CIO for assigned operational matters.

Enterprise Technology Operations and Service Delivery

• •Lead enterprise technology operations and assigned service-delivery functions across all organizational locations and supported users.
• •Establish IT service-management standards, operating procedures, service ownership, escalation paths, and performance expectations.
• •Oversee major incident coordination, executive escalation, service restoration, root-cause review, corrective actions, and communications.
• •Ensure operational readiness for implementations, upgrades, major changes, and transitions from project delivery into sustainable support.
• •Maintain dashboards addressing demand, capacity, service levels, recurring issues, risks, customer experience, and improvement priorities.

IT Service Desk and End-User Support

• •Lead Help Desk and assigned end-user support functions, ensuring timely, effective, courteous, and consistent service.
• •Establish and monitor service-level expectations, customer satisfaction, first-contact resolution, backlog health, response time, resolution time, and escalation quality.
• •Improve intake, triage, assignment, knowledge management, self-service, automation, communications, and request-fulfillment workflows.
• •Use performance data and customer feedback to drive problem management, training, standardization, automation, and continuous improvement.

Information Security Operations

• •Provide leadership and administrative oversight for assigned Information Security Operations personnel and security operations capabilities.
• •Coordinate security monitoring, threat detection, incident response, vulnerability management, identity and access operations, security tooling, regulatory readiness, operational risk management, and performance reporting.
• •Ensure information security risks, audit findings, security incidents, compliance gaps, and remediation commitments have accountable owners, target dates, documented status, and escalation.
• •Provide clear, risk-based reporting to executives and governance bodies regarding security operations performance, threat activity, incident response, vulnerability exposure, regulatory readiness, remediation, and resource needs.
• •Ensure information security requirements are incorporated into projects, procurements, vendor reviews, architecture decisions, operational changes, clinical workflows, and service transitions.

IT Project and Portfolio Governance

• •Establish portfolio intake requirements for technology, evaluation, prioritization, sequencing, governance, resource planning, risk management, status reporting, change control, and closure practices.
• •Ensure projects have defined sponsorship, scope, outcomes, timelines, budgets, dependencies, operational owners, readiness criteria, and benefit measures.
• •Review portfolio health and intervene when technology projects face material schedule, budget, scope, resource, vendor, adoption, or operational-readiness risk.
• •Coordinate technology portfolio priorities with the PMO to align with organizational strategy, regulatory commitments, operational capacity, technical roadmaps, information security requirements, and funding.

IT Vendor, Contract, and Third-Party Governance

• •Lead governance for strategic, high-risk, and operationally significant technology vendors.
• •Establish accountable ownership, performance standards, service-review cadence, scorecards, escalation processes, and corrective-action expectations.
• •Coordinate technology contract planning, renewals, amendments, statements of work, licensing, support agreements, service levels, and vendor obligations.
• •Monitor vendor cost, utilization, performance, support quality, regulatory posture, contractual compliance, lifecycle risk, concentration risk, and value realization.
• •Maintain forward visibility into renewals, notice periods, price changes, licensing exposure, implementation commitments, and vendor dependencies.

Financial, Workforce, and Resource Management

• •Develop and manage assigned operating and capital budgets, forecasts, staffing plans, consulting resources, and contract expenditures.
• •Align staffing, vendor capacity, and project resources with demand, organizational priorities, risk, and operational commitments.
• •Develop workforce plans, succession considerations, role clarity, cross-training, professional-development priorities, and recruitment strategies.
• •Lead, coach, develop, and hold accountable directors, managers, professional staff, consultants, and vendor resources.

Governance, Performance, and Continuous Improvement

• •Establish an integrated operating rhythm for service performance, information security operations, project delivery, vendor performance, budget, workforce capacity, and improvement initiatives.
• •Define measurable goals and key performance indicators; use data to guide decisions and hold leaders and partners accountable.
• •Ensure policies, procedures, standards, playbooks, service documentation, knowledge articles, dependency records, and escalation information are current and usable.
• •Promote transparent prior