Interim Director, Enterprise Technology Service Recovery

Lead through operational uncertainty

Candidates need enough technical understanding to question root-cause claims and enough commercial awareness to address contractual incentives. They must be able to distinguish a provider failure from weaknesses in the client's own service ownership and decision-making.

Restore dependable service and credible leadership information

The interim director will take executive ownership of an enterprise technology service recovery programme. The mandate addresses recurring service failures, unclear ownership and unresolved dependencies across internal teams and suppliers. It includes directing the recovery plan and coordinating delivery resources within delegation, while material spending and risk acceptance remain with the executive sponsor.

The first requirement is an agreed view of the services that matter most to the business. Incident counts alone cannot establish priority. The director will identify the operational impact of failures, the users and workflows affected and the conditions under which a temporary workaround becomes unsafe or unsustainable.

Stabilise before promising transformation

The appointee will establish a focused recovery backlog with accountable owners, evidence of causes and criteria for closure. Persistent incidents should be examined for shared dependencies, fragile interfaces and gaps in monitoring or support knowledge. Fixes must be tested against the actual service, rather than closed because a supplier completed its individual task.

One route for command and escalation

The director will clarify incident command, escalation and communication. Business leaders need usable information about impact, recovery expectations and decisions required. Technical teams need protection from conflicting instructions, alongside clear accountability for progress and honesty about uncertainty.

Longer-term remediation may involve contract changes, application replacement or changes in the operating model. The director will separate those decisions from immediate stabilisation and explain where temporary measures create continuing cost or risk. Clinical or other specialist leaders retain authority over their operational workarounds and acceptance criteria.

The assignment should end with measurable service improvement, fewer unresolved recurring causes and permanent owners capable of maintaining control. Handover will include service dependencies, accepted residual risks and funded improvement decisions. A calmer reporting cycle is valuable only when it reflects stronger service performance rather than reduced visibility of continuing problems.