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Propel is seeking a Director of IT with a delivery focus to own the transformation portfolio and lead the internal IT function. You will translate business priorities into system changes, integrations, automation and data flows while staying hands-on to unblock delivery and make critical decisions.
The role requires experience delivering multiple concurrent technology-enabled transformations, coordinating across functions, and managing vendors.
This is technical role, you will own all internal systems and play a key role as they scale
We are looking for a Director of IT with a Delivery focus to lead the delivery of a growing internal transformation portfolio. This is a role for someone who can turn business priorities into successfully delivered change across business systems, integrations, automation, data flows and technology enabled process improvement.
This is first and foremost a transformation and delivery role. The successful candidate will also carry overall responsibility for the internal IT function, accountable for its reliability, security, resilience and effectiveness, while delegating routine operational activity and day to day team leadership within the IT team. Business functions retain ownership of their own processes and platform roadmaps. This role exists to coordinate the technology delivery that turns those priorities into real, adopted change.
Crucially, we want someone who leads from the front. This is not a role for a leader who only sets direction and steps back. The successful person will regularly be close to the detail, working directly with system owners, technical specialists and vendors to keep projects moving, unblock issues and make decisions when it matters. Strategic oversight matters, but so does a genuine willingness to roll sleeves up and stay hands on throughout delivery.
This role is not purely strategic. While the Director will set direction, own governance and represent transformation at leadership level, they will also expect to be personally involved in the detail of delivery: working through blockers, reviewing plans, sitting in on key implementation decisions and stepping in where projects need direct leadership to keep moving.
People who see hands on delivery as beneath a director level role, or who prefer to operate purely through delegation, are unlikely to be the right fit. This suits someone who is energised by being close to the work, not just accountable for it.