Interim Chief Information Officer — Technology Recovery
Ireland·Public-Interest & Regulated Services·Regulated services· Dublin·Posted 23 September 2026
Applications close 26 October 2026
Regulated services organisation in Ireland
Partner-sourced
Sourced through a partner search firm or the sponsor's own nomination committee, and verified before listing.
The problem this seat exists to solve
This CIO assignment concerns a technology recovery programme where delivery confidence must be rebuilt through evidence. The leader will determine what remains viable, which commitments need revision and how service continuity will be protected while the programme is reset.
Diagnose before recommitting
Review scope, architecture, supplier obligations, testing, data readiness and business ownership. Distinguish incomplete work from defective assumptions. Establish an honest baseline of cost, schedule and remaining risk, including the burden of keeping existing services running.
Executive recovery actions
Rebuild governance around decision points and demonstrable acceptance criteria. Resolve disputed responsibilities, renegotiate delivery sequencing where necessary and ensure business leaders own readiness. Introduce transparent reporting of defects, dependencies and unresolved decisions. Escalate material changes in the investment case rather than disguising them as routine replanning.
The programme reset should separate work already paid for from work that still contributes to the desired outcome. Review whether the current solution, contract and delivery model remain viable before committing to a revised date. The CIO should establish acceptance criteria that business owners can test and suppliers can be held to. Reporting should distinguish completed activity from usable capability, while making the cost of further delay and the implications of stopping or narrowing the programme explicit to decision-makers.
Qualified candidates
Candidates should have recovered a significant technology programme in a regulated or critical-service environment. They need operational IT leadership, supplier negotiation and the confidence to recommend a pause, reduction in scope or alternative route when justified. Experience limited to programme reporting is insufficient.
What a credible exit looks like
The organisation should inherit a supportable delivery plan, functioning controls and evidence that live-service risk is being managed. Candidates should discuss a recovery where they changed the original solution rather than simply accelerating it. Availability and any relationships with delivery providers must be assessed before the interim mandate starts.
Terms
- Where the board sits
- Dublin, Ireland
- Applications close
- 26 October 2026
- Appointment
- Interim executive
Before you apply — this is an executive role
An interim mandate needs work authorisation. A board seat in Ireland usually does not.
This is the single most common way a cross-border interim engagement falls apart after it has been agreed. The visa-free position that applies to a non-executive director attending board meetings does not extend to an executive or operating role.
- Position in Ireland
- A non-executive director attending board meetings does not require an employment permit. Executive roles for non-EEA nationals require one.
- On this brief
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