Technology Governance And Strategy Manager

The role

You build the single layer that makes technology spend and vendor performance accountable, end to end. Every vendor contract, every SLA, every dollar spent on external engineering, platforms, or hosting runs through the discipline you set, and how well you run it decides whether the bank scales its technology footprint with control or without it. You own the budget on behalf of the CTO, and you're the one who can defend every number in it.

What you'll do

Establish a single oversight layer for technology, embedding governance discipline, strengthening vendor control, and driving end-to-end accountability for all technology spend

Own the end-to-end vendor governance lifecycle across all technology vendors, covering performance monitoring

Design and run a formal vendor performance management framework, including SLA/KPI definition, scorecarding, quarterly business reviews, and escalation protocols for underperformance

Maintain a single source of truth for vendor inventory, contractual commitments, and dependency mapping

Produce executive-level technology governance and performance reporting

Own the technology budget on behalf of the CTO, building, tracking, and reporting against budget for all external vendor contracts (T&M engineering, platform licensing, infrastructure hosting)

Model and track the cost trajectory, identifying and executing cost optimization opportunities within existing vendor contracts (rate benchmarking, utilization review, scope rationalization) without compromising delivery continuity

Partner with finance on capex/opex classification of technology vendor spend and platform licensing commitments

Maintain rolling forecast accuracy on vendor spend as an input to overall technology budget planning and board financial reporting

What we're looking for

7 to 12 years in technology governance, or vendor/sourcing management, including at least 3 to 4 years inside a regulated institution

Direct experience managing technology vendor relationships at scale

Financial modeling literacy, comfortable building and defending a multi-year cost comparison without needing to be a finance-grade modeler

Precision in written and verbal reporting

Some exposure to a build or launch phase specifically, not just steady-state setups, is desirable

You'll thrive here if you

You'd rather build the governance layer than inherit a spreadsheet nobody trusts

You treat a vendor scorecard as a tool for accountability, not a formality to file away

You can defend a number in front of a CTO or board, not just produce it

You see cost optimization as a discipline, not a one-time exercise

You want to build the function that keeps technology spend under control while everything else is moving fast