Senior manager – information technology (it)

Role Description
The Senior Manager – IT is accountable for end-to-end IT strategy, execution, and outcomes across the organization. This role operates at a senior leadership level, owning multiple functional areas, driving medium- to long-term planning, and ensuring IT enables business growth in a secure, reliable, and cost-effective manner.
The role requires strong ownership, sound judgment in ambiguous situations, people leadership, and executive-level communication—balancing hands-on technical depth with strategic oversight.
Location: Calicut
Job Level: M3
Reporting To: COO / CTO
Team Scope: Team Size: 10–15 Headcount
Key Responsibilities
1. IT Strategy & Ownership
- Define and execute a scalable IT roadmap aligned with current and future business growth.
- Own end-to-end IT systems, including infrastructure, internal tools, networks, identity, and end-user computing.
- Translate business priorities into clear technical and operational plans.
- Act as the final escalation point for critical IT risks and incidents.
2. Infrastructure, Systems & Operations
Ensure availability, reliability, and performance of:
- Cloud and on-prem infrastructure
- End-user devices, MDM, VPNs, and Saa S tools
- Network and access management systems
- Establish, track, and review SLAs and operational KPIs.
- Drive automation and standardization to reduce manual effort and operational risk.
- Ensure IT readiness for hiring spikes, audits, customer commitments, and new initiatives.
3. Security, Compliance & Risk Management
- Own the organization’s security posture and risk management framework.
- Lead compliance programs (e.g., ISO, SOC, customer security audits).
- Partner with Engineering, HR, Legal, and Compliance teams on:
Identity and access controls
Data protection and privacy
Incident response and disaster recovery
Lead incident reviews using a blameless, corrective-action approach.
4. People Leadership
- Hire, develop, and retain high-performing IT managers and engineers.
- Set clear goals, accountability, and growth plans for teams and leaders.
- Coach managers to operate as owners rather than task coordinators.
- Address performance issues decisively and fairly.
- Build a culture of operational excellence, accountability, and continuous improvement.
5. Vendor, Budget & Cost Management
- Own IT budgets across Cap Ex and Op Ex.
- Make data-driven trade-offs across cost, risk, and delivery speed.
- Lead vendor selection, contract negotiations, and performance reviews.
- Continuously optimize spend without compromising security or reliability.
6. Stakeholder & Executive Communication
- Communicate IT strategy, risks, and performance metrics clearly to senior leadership.
- Produce clear written narratives, including strategy documents, proposals, and post-incident reviews.
- Influence cross-functional teams without direct authority.
- Proactively surface risks and dependencies—ensuring no surprises.
Success Metrics:
- IT availability, incident trends, and resolution times
- Security incidents and audit outcomes
- Employee IT experience and satisfaction
- Budget adherence and cost optimization
- Hiring quality, team engagement, and retention
- Readiness for scale (headcount growth, audits, new offices)
Required Qualifications:
Experience
- 10–14+ years in IT, Infrastructure, or Systems roles
- 5+ years leading multiple teams or managers
- Experience supporting software product or Saa S organizations
- Proven ownership of security and compliance initiatives
Technical & Leadership Skills
- Strong working knowledge of:
Cloud platforms (AWS / Azure / GCP)
Identity and access management
Networking and endpoint management
Enterprise Saa S ecosystems
- Ability to dive deep when required while maintaining strategic oversight.
- Strong judgment, decision-making, and written communication skills.
Preferred Qualifications
- Experience scaling IT in growing organizations
- Prior ownership of ISO or SOC certifications
- Exposure to distributed or global teams
- Regular interaction with senior leadership or board-level stakeholders