Executive Director - Cloud Portfolio Management

Are you ready to make an impact at DTCC? 
 
Do you want to work on innovative projects, collaborate with a dynamic and supportive team, and receive investment in your professional development? At DTCC, we are at the forefront of innovation in the financial markets. We are committed to helping our employees grow and succeed. We believe that you have the skills and drive to make a real impact. We foster a thriving internal community and are committed to creating a workplace that looks like the world that we serve. 
 
The Information Technology group delivers secure, reliable technology solutions that enable DTCC to be the trusted infrastructure of the global capital markets. The team delivers high-quality information through activities that include development of essential, building infrastructure capabilities to meet client needs and implementing data standards and governance. 

 Pay and Benefits: 
  

• Competitive compensation, including base pay and annual incentive 

• Comprehensive health and life insurance and well-being benefits, based on location 

• Pension / Retirement benefits 

• Paid Time Off and Personal/Family Care, and other leaves of absence when needed to support your physical, financial, and emotional well-being. 

• DTCC offers a flexible/hybrid model of 3 days onsite and 2 days remote (onsite Tuesdays, Wednesdays and a third day unique to each team or employee). 

 The Impact you will have in this role: 

The Executive Director, Cloud Portfolio Management is accountable for establishing and operating the Cloud Business Office (CBO) as the central portfolio management, financial governance, and decision-support function for DTCC’s cloud ecosystem. 

This role ensures that cloud-related work—spanning Cloud Engineering, Tools Development, and Operations—is: 

• Strategically aligned and properly prioritized 

• Financially transparent and cost-governed (FinOps) 

• Executed with disciplined tracking and predictable outcomes 

• Governed in accordance with regulatory and audit expectations 

Operating at the intersection of strategy, execution, finance, and risk, this role provides leadership with a single, integrated view of cloud investment, delivery, and performance, and directly shapes enterprise decisions across funding, prioritization, sequencing, and capacity allocation. 

The Executive Director leads a multi-disciplinary team spanning portfolio management, FinOps, audit coordination, and Cloud Technical Project Management, and serves as the primary bridge between strategy, financial planning, and execution reality. 

Core Accountabilities 

 Enterprise Cloud Portfolio Ownership & Decision Support 

• Own the integrated portfolio view across Cloud Engineering, Tools Development, and Operations, including:  

  • Strategic initiatives and major programs 

  • Platform and infrastructure investments 

  • Application onboarding and migration efforts 

• Ensure all cloud-related work is:  

  • Clearly defined, decomposed, and sequenced 

  • Aligned to enterprise priorities and platform constraints 

  • Transparently tracked against measurable outcomes 

• Provide authoritative, executive-level reporting on:  

  • Portfolio health and delivery progress 

  • Risks, dependencies, and systemic constraints 

  • Trade-offs across competing priorities 

Quarterly Planning, Prioritization & Investment Governance 

• Own the quarterly planning and prioritization process across:  

  • Cloud Engineering 

  • Tools Development 

  • Operations functions impacting cloud delivery 

• Translate strategic direction into funded, capacity-aware plans, ensuring:  

  • Explicit prioritization decisions 

  • Alignment between demand and delivery capacity 

  • Clear sequencing of initiatives and dependencies 

• Lead prioritization discussions across stakeholders, surfacing:  

  • Trade-offs between speed, cost, and risk 

  • Platform readiness vs. demand pressures 

• Partner directly with Enterprise Finance leadership to:  

  • Align cloud investment with enterprise financial plans 

  • Ensure funding decisions reflect delivery realities and priorities 

  • Maintain traceability between budget, spend, and outcomes 

3. Cloud Business Office Leadership (FinOps, Governance, Audit) 

• Establish and operate the Cloud Business Office (CBO) as a durable enterprise capability 

• Own FinOps discipline for cloud, including:  

  • End-to-end cloud cost transparency and attribution 

  • Cost governance models across services and teams 

  • Identification and realization of efficiency opportunities 

• Lead cloud-related audit and regulatory response, ensuring:  

  • Audit readiness and defensible evidence across cloud initiatives 

  • Integration of control requirements into delivery processes 

  • Effective tracking and closure of audit findings 

• Define and maintain portfolio governance frameworks, including:  

  • Intake and demand management 

  • Stage gates, review forums, and decision rights 

  • Documentation and reporting standards 

4. Execution Visibility & Technical Project Management Leadership 

• Lead the Cloud Technical Project Management function, including:  

  • One or more Director-level TPMs responsible for execution tracking 

• Ensure a single, trusted source of truth for cloud delivery status across the enterprise 

• Enforce high standards for reporting integrity, including:  

  • Evidence-based status updates 

  • Consistent definitions of health and progress 

  • Rejection of incomplete or misleading reporting 

• Ensure delivery risks, issues, and dependencies are:  

  • Identified early 

  • Transparently surfaced 

  • Escalated to the appropriate decision forums 

• Maintain clear accountability for delivery teams while ensuring central visibility and coordination 

5. Cross-Enterprise Alignment & Coordination 

• Serve as the central integration point across Cloud, Tools, and Operations, ensuring alignment between:  

  • Platform capabilities and downstream consumption 

  • Enterprise demand and platform capacity 

  • Delivery plans across interdependent teams 

• Drive resolution of:  

  • Cross-team dependencies 

  • Resource contention and sequencing conflicts 

  • Misalignment between priorities and execution plans 

• Escalate prioritization decisions to senior leadership when required, ensuring clarity and timeliness 

6. Financial Transparency & Value Realization 

• Provide leadership with a clear, traceable linkage between cloud investment and delivered outcomes 

• Enable cost-informed decision-making, including:  

  • Trade-offs between cost, performance, and delivery speed 

• Ensure cloud initiatives are:  

  • Properly funded and tracked 

  • Measured for value delivery and efficiency 

• Partner with Finance to align:  

  • Budgeting and forecasting processes 

  • Cloud consumption trends and cost drivers 

  • Actual delivery results and realized value 

7. Organizational Capability & Continuous Improvement 

• Build and evolve the Cloud Portfolio Management capability, including:  

  • Portfolio management practices and tooling 

  • Reporting and analytics models 

  • Governance and operating rhythms 

• Define and track portfolio-level KPIs, such as:  

  • Delivery predictability 

  • Cost efficiency 

  • Dependency resolution effectiveness 

• Improve:  

  • Transparency and reporting quality 

  • Planning accuracy and execution alignment 

  • Cross-team coordination at scale 

• Introduce scalable, pragmatic mechanisms that enhance rigor without slowing delivery