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Taguig, Philippines
Onsite
At Globe, our goal is to create a wonderful world for our people, business, and nation. By uniting people of passion who believe they can make a difference, we are confident that we can achieve this goal.
The IT Strategy Execution Partner within the Strategic Alignment & Orchestration Section leads high-impact IT workstreams that shape ISG’s annual and multi-year mandates and performance targets. Embedded within ISG, the role works with technical leaders and stakeholders across Globe to frame problems, develop decision-ready options and trade-offs, and secure leadership decisions grounded in execution reality.
The Partner stays accountable beyond approval — bridging strategy into mobilization, sequencing, governance, and measurable delivery under real operating conditions. Without formal line authority, the role converts approved direction into clear plans, ownership, and sustained momentum, protecting Globe’s cost position, vendor leverage, and service stability across multiple concurrent workstreams.
Lead IT strategic workstreams end-to-end — from problem framing and option design through mobilization, governance, and measurable closure — aligned to ISG mandates and targets.
Develop clear, decision-ready options with explicit trade-offs, risks, and sequencing, filtering noise and highlighting the issues that matter most.
Orchestrate timely strategic decisions by bringing together the right stakeholders and grounding discussions in practical delivery realities.
Translate approved direction into executable plans with clear ownership, sequencing, governance, escalation paths, and defined outcomes, remaining embedded to prevent drift and loss of momentum.
Enable CIO oversight by designing governance and visibility mechanisms that provide clear insight into progress, risks, interdependencies, and blockers.
Protect Globe’s cost position, vendor leverage, and service stability by surfacing structural risks early and ensuring commitments are made responsibly.
Drive disciplined closure and capture lessons learned to strengthen repeatability and execution quality across IT workstreams.
Clear strategic direction with defined options, trade-offs, and sequencing.
Timely leadership decisions with clear ownership and accountability.
Approved strategy translated into executable plans with defined governance and measurable targets.
Alignment maintained across ISG, business units, and partners.
Structural, commercial, and service risks identified and addressed early.
Clear CIO visibility into progress, dependencies, and blockers.
Strategic workstreams delivered to completion, with outcomes achieved and lessons documented.
Decision Readiness & Velocity – % of strategic workstreams presented with structured options and trade-offs prior to approval; time from framing to decision.
Strategy-to-Execution Conversion – Time from approval to defined ownership, governance, and milestone clarity; % of approved initiatives with measurable targets established.
Execution Coherence Across Workstreams – % of material interdependencies and risks identified before impact; reduction in post-approval scope drift or major resets.
Enterprise Outcome Realization (Shared Accountability with Workstream Owners) – % of supported workstreams achieving defined cost, service, or delivery outcomes; documented cost avoided, restructured, or protected.
Leadership Steering & Oversight Effectiveness – Evidence of informed steering decisions based on surfaced insights; leadership feedback on clarity, rigor, and execution control.
Strategic Framing – Turn complex IT issues into clear direction with structured options and trade-offs.
Strategy-to-Execution Ownership – Carry workstreams from decision through governance to measurable results.
Execution Discipline – Translate direction into clear ownership, sequencing, and enforceable plans.
Enterprise Prioritization – Manage multiple concurrent workstreams under real constraints.
Risk & Commercial Judgment – Identify and manage structural, vendor, cost, and service risks early.
Influence Without Authority – Align technical and business stakeholders around one execution path.
Executive Communication – Enable clear, timely leadership decisions.
IT Fluency – Working understanding of enterprise architecture, platforms, and vendor models.
Development of executive-ready strategy and decision materials
Roadmap and sequencing design for complex IT initiatives
Governance framework and escalation model design
Risk assessment and mitigation planning
Vendor proposal review and commercial analysis
Stakeholder facilitation and structured workshop leadership
Portfolio or program tracking tools (e.g., JIRA, portfolio dashboards)
Performance metric and milestone definition
Bachelor’s degree in Engineering, Information Technology, Business, or related field.
6–10+ years of experience in IT strategy, transformation, enterprise architecture, program leadership, or comparable roles.
Demonstrated experience leading complex IT initiatives from strategic framing through execution mobilization and governance.
Strong exposure to enterprise IT environments, including architecture, platforms, vendor ecosystems, and large-scale delivery.
Proven ability to influence senior stakeholders and operate across multiple teams without formal line authority.
Equal Opportunity Employer
Globe’s hiring process promotes equal opportunity to applicants, Any form of discrimination is not tolerated throughout the entire employee lifecycle, including the hiring process such as in posting vacancies, selecting, and interviewing applicants.
Globe’s Diversity, Equity and Inclusion Policy Commitment can be accessed here
Make Your Passion Part of Your Profession. Attracting the best and brightest Talents is pivotal to our success. If you are ready to share our purpose of Creating a Globe of Good, explore opportunities with us.