Enterprise Technology Specialist

Tier4 Group; Alpharetta (GA); On-site; USD 180,000 - 280,000; Full time

Job summary

Tier4 Group seeks a Senior Consultant / Enterprise Technology Transformation Program Lead to guide a large-scale enterprise IT transformation for a global SaaS company. You will shape operating models, service definitions, and governance to enable a service‑oriented, outcome‑driven organization.

You will partner with executives, platform teams, and engineers to translate strategy into actionable roadmaps, MVP service definitions, and standardized processes.

Qualifications

• 15+ years of enterprise IT and technology transformation experience.
• Proven ability to lead large transformation programs with measurable outcomes.
• Strong governance, service definition, and operating-model design skills.

Responsibilities

• Lead discovery, current-state assessments, target-state design, and roadmaps for a large Enterprise Technology organization.
• Define enterprise services, service taxonomies, portfolios, boundaries, ownership, SLAs/XLAs, and KPIs.
• Establish an Enterprise Service Management Office (ESMO) and governance practices.
• Standardize ITSM/ESM processes across incident, change, request, and service transition.
• Partner with ServiceNow, cloud, security, and operations teams to align changes.
• Develop MVP-driven service definitions and deliverables with prioritized backlogs.

Skills

Enterprise IT

Transformation leadership

ITSM/ESM

Operating model design

Tools

ServiceNow

Observability

Job description

Senior Consultant / Enterprise Technology Transformation Program Lead

Enterprise Technology Group | SaaS / Enterprise IT Transformation

Position Overview

Our client is seeking a seasoned Enterprise Technology Transformation Program Lead to lead a large-scale transformation within the Enterprise Technology organization of a global SaaS company.

This is a highly strategic and hands‑on consulting role for a senior practitioner who has successfully led complex enterprise technology transformations spanning operating model design, service definition, service ownership, ITSM/ESM, service transition, employee experience, CMDB and data quality, operational resilience, automation, and AI-ready operations.

The Transformation Lead will partner closely with executive stakeholders, domain and service owners, platform teams, operations leaders, architects, business analysts, and development teams to define the target‑state Enterprise Technology operating model and translate that strategy into practical, executable transformation initiatives.

This role extends well beyond traditional ITSM. The successful candidate will connect ServiceNow‑enabled service management with enterprise operations, governance, employee experience, automation, observability, CMDB maturity, and AI readiness.

The primary objective is to establish a service‑oriented, outcome‑driven Enterprise Technology organization that simplifies operations, improves accountability, standardizes processes, strengthens data foundations, accelerates service transition, improves employee experience, and prepares the organization for AI‑enabled and agentic operations.

Key Responsibilities

• Lead enterprise transformation discovery, current‑state assessments, target‑state design, roadmap development, and execution governance across a large Enterprise Technology organization.
• Define enterprise services, service taxonomies, service portfolios, service offerings, service boundaries, ownership models, outcomes, dependencies, SLAs/XLAs, KPIs, governance forums, and decision rights.
• Establish and mature Enterprise Service Management Office (ESMO) and process governance practices.
• Standardize enterprise service management processes across incident, request, change, problem, knowledge, service transition, major incident, event management, service catalog, CMDB, and operational reporting.
• Partner across ServiceNow, cloud, security, infrastructure, applications, identity, collaboration, end‑user services, architecture, and business operations to align technology, process, and operating‑model changes.
• Establish service transition and handover practices covering operational readiness, service acceptance, support models, knowledge transfer, runbooks, hypercare, and quality gates.
• Improve employee experience through portal strategy, service catalog rationalization, catalog redesign, workflow automation, self‑service, knowledge enablement, and experience measurement.
• Strengthen CMDB and data‑quality foundations through CI ownership, discovery alignment, dependency mapping, service mapping, data governance, quality controls, and operational reporting readiness.
• Modernize technology operations across major incident management, event correlation, alert management, observability integration, OpsGenie or equivalent tooling, automation, AIOps, and AI‑ready service management.
• Identify opportunities to leverage automation and AI while establishing appropriate operating models, governance, and guardrails for agentic operations.
• Facilitate executive workshops, stakeholder interviews, design sessions, industry best‑practice discussions, governance reviews, and roadmap prioritization.
• Build stakeholder alignment by connecting transformation recommendations to measurable business outcomes, operational risk reduction, employee experience, accountability, and organizational value.
• Translate transformation strategy into actionable service blueprints, process flows, operating procedures, ownership models, user stories, acceptance criteria, implementation backlogs, and prioritized delivery plans.

Required Experience & Qualifications

• 15+ years of experience across Enterprise IT, Enterprise Technology, technology transformation, IT operating‑model design, ITSM/ESM transformation, managed services transformation, or digital operations.
• Demonstrated success leading large‑scale enterprise transformation programs involving multiple workstreams, executive stakeholders, cross‑functional teams, governance, roadmap execution, and measurable outcomes.
• Service taxonomy and portfolio design
• Service boundaries and ownership
• Service descriptions and outcomes
• SLAs and XLAs
• Dependencies and support models
• Accountability and governance structures
• Ability to establish a practical MVP approach to service definition rather than attempting to build an exhaustive enterprise service inventory upfront.
• Strong experience establishing or improving ESMO governance, process standardization, ITIL‑aligned processes, service transition, operational readiness, service acceptance, handover, runbooks, hypercare, and quality gates.
• Hands‑on experience with ServiceNow or comparable enterprise service‑management platforms, including service catalog, request management, workflow automation, knowledge management, CMDB/CSDM, reporting, and employee portal capabilities.
• Strong experience improving CMDB and data‑quality maturity, including CI ownership, discovery, dependency mapping, service mapping, governance, quality gates, and reporting readiness.
• Experience modernizing operations across major incident management, event management, alert correlation, observability, automation, AIOps, and AI‑ready service management.
• Experience with OpsGenie or comparable incident/alerting platforms and associated tool rationalization or replacement initiatives.
• Ability to operate effectively at both the executive and hands‑on delivery levels, moving from strategy and stakeholder facilitation into detailed transformation design and execution planning.
• Exceptional stakeholder‑management and facilitation skills, with the ability to challenge current‑state assumptions constructively, explain industry best practices in practical terms, build consensus, and influence senior stakeholders.
• Ability to turn ambiguous business and service problems into clear, implementation‑ready artifacts for architects, business analysts, product owners, platform teams, and developers.

Key Transformation Focus: Service Definition

A critical component of this engagement is establishing clear and consistent enterprise service definitions.

The successful candidate must understand that the core challenge is not simply a ServiceNow or technology‑platform issue. The organization needs greater clarity around what services are provided, where service boundaries exist, who owns them, how they are supported, and how operational practices should be standardized across the enterprise.

The Transformation Lead will develop an approach for identifying services currently delivered through tribal knowledge, localized processes, and siloed accountability. This includes documenting:

• Service definitions and boundaries
• Service owners and accountability
• Business and technology dependencies
• SLAs and XLAs
• Supporting processes and systems
• Support and escalation models
• CMDB and service‑mapping requirements
• Risks, decisions, and governance requirements

MVP‑Based Transformation Approach

Rather than attempting to define every enterprise service at once, the successful candidate will establish a practical MVP approach using a small number of representative services, such as End

User Computing, Directory Services, or Collaboration Services.

The initial effort will document the current state, identify gaps, establish reusable service‑definition standards, and demonstrate measurable value before expanding the model across the broader organization.

Successful early service definitions should create the foundation for:

• Clearer service ownership and accountability
• Enterprise process standardization
• Improved service catalog and employee experience
• Greater CMDB maturity and service mapping
• Improved event and operational management
• Increased automation opportunities
• AIOps and agentic‑AI readiness
• Technology Business Management (TBM) alignment

The Transformation Lead will be expected to develop and drive deliverables including:

• Current‑state assessments and transformation findings
• Target‑state Enterprise Technology operating model
• Enterprise service‑definition framework and standards
• Service taxonomy and portfolio structure
• MVP service definitions and service blueprints
• Service ownership and accountability models
• Governance and decision‑right frameworks
• Process flows and operating procedures
• Service transition and operational‑readiness framework
• Service catalog structures and requirements
• CMDB and service‑mapping inputs
• Employee experience and portal recommendations
• Automation, AIOps, and AI‑readiness recommendations
• Transformation roadmap and prioritized implementation plan
• Decision logs and ownership matrices
• User stories and acceptance criteria
• Prioritized implementation backlogs

Ideal Candidate

The ideal candidate is a transformation leader who can move seamlessly between strategy and execution. This person should be comfortable advising executives one day and working directly with architects, business analysts, platform owners, and development teams the next.

Candidates should be prepared to provide specific examples of large‑scale enterprise transformations in which they personally led service definition, stakeholder alignment, service ownership clarification, operating‑model transformation, governance design, process standardization, and execution planning across multiple technology teams.

This role is best suited for someone who can take an ambiguous enterprise transformation challenge, create structure and alignment around it, demonstrate value through targeted early wins, and build a scalable roadmap for long‑term transformation.