Executive Director Employee Technology & Digital Workplace

Regeneron Pharmaceuticals•Sleepy Hollow, WY

1d•$255,000 - $424,900•Hybrid

About The Position

This role leads Employee Technology & Digital Workplace, a significant function within Digital and Technology, directing the Service Desk and ServiceNow ITSM platform, employee lifecycle technology (onboarding/offboarding), digital workplace engineering, field/deskside support, and M365 and collaboration platform delivery through subordinate management. The Executive Director determines the organizational structure and operational direction for the function and participates with senior management in developing the strategic plans and objectives that govern it, ensuring the function's direction remains tied to company-wide performance and responds effectively to Regeneron's constantly changing business needs. The Executive Director brings in-depth knowledge of the functional area, Regeneron's business strategies, and the company's goals to reposition employee-facing IT as a modern, consumer-grade digital experience. Decisions on strategy, investment, and operating model in this function have a measurable, long-term effect on employee productivity, cost-to-serve, and the company's ability to attract and retain talent — the Executive Director is expected to bring strength and clarity to the function during periods of growth or major change, and to lead effectively even where direction is ambiguous. This is the next iteration of IT service delivery at Regeneron — evolving the function from a ticket- and SLA-driven operation into a proactive, experience-led organization measured on employee sentiment, self-service adoption, and time-to-resolution, not just uptime. The Executive Director partners closely with Enterprise Architecture on technical standards and platform decisions, and with IT Strategy & Transformation, which sponsors chartered modernization initiatives into this tower without assuming direct reporting authority.

Requirements

Bachelor's degree in Information Technology, Business, Engineering, or a related field is required.
17+ years of progressive experience in IT service delivery, end-user computing, digital workplace, or IT operations leadership roles.
Deep expertise in ITIL or equivalent service management frameworks, and hands-on experience modernizing an ITSM platform (ServiceNow strongly preferred).
Proven experience redesigning employee lifecycle technology (onboarding/offboarding) into an automated, cross-functional workflow spanning IT, HR, and Security.
Strong grounding in digital workplace and end-user computing technologies — unified endpoint management, collaboration platforms, mobility, and AV/conferencing.
Track record of building and using experience metrics (CSAT, NPS, deflection rate, first-contact resolution) to drive continuous improvement, not just SLA compliance.
Experience leveraging automation, self-service, and AI/virtual agent technologies to reduce support volume and improve employee experience.
Proven ability to build, scale, and lead large, globally distributed service organizations, including hiring, developing, and retaining talent across a follow-the-sun model.
Experience operating in a matrixed, governance-driven environment — partnering with peers in Enterprise Architecture and IT Strategy & Transformation without direct authority over their teams.
Strong vendor and contract management experience, including negotiating and managing platform and outsourced support relationships, with a track record of driving ongoing vendor performance and value through structured governance (scorecards, business reviews).
Sound business and financial acumen, with experience managing cost-to-serve and building business cases for employee technology investment.
Proven ability to bring strength and clarity to a business during periods of growth or major change, exercising sound judgment and taking a positive leadership role amid ambiguity or limited direction.
Executive presence and the ability to communicate operational performance and improvement priorities clearly to senior business and technology leaders, and to negotiate difficult matters with senior management and functional heads internally and externally.
Strong collaboration skills across global, cross-functional, and cross-cultural stakeholder groups.
A relentless passion for improvement — constantly enhancing the end-user experience and continuously leveraging innovation to raise the bar rather than settling for steady-state.

Nice To Haves

A master's degree or MBA is preferred.

Responsibilities

Participate with senior IT and business leadership in developing the strategic plans and objectives for employee technology, ensuring the function's direction stays tied to company-wide performance and adapts to constantly changing business needs.
Define and own the vision, roadmap, and operating model for Employee Technology & Digital Workplace, positioning IT as a modern, consumer-grade digital experience rather than a traditional service organization.
Translate employee and business feedback into a prioritized modernization roadmap across service desk, ITSM, endpoint, and lifecycle technology.
Champion a "digital-first, self-service-first" philosophy, shifting volume away from live support and toward intuitive, automated, and AI-enabled experiences.
Partner with IT Strategy & Transformation to align sponsored modernization initiatives (e.g., virtual agent/AI deflection, unified employee portal) with this tower's operational roadmap and capacity.
Own end-to-end Service Desk operations, including tiered support, major incident management, and escalation processes across a global, follow-the-sun model.
Drive continuous modernization of the ServiceNow platform — intelligent routing, virtual agent/chatbot deflection, knowledge management, and workflow automation — to reduce ticket volume and resolution time.
Establish and monitor experience-led metrics (CSAT, first-contact resolution, deflection rate, mean time to resolve) as the primary measures of success, alongside traditional SLAs.
Ensure ticketing, request, and knowledge processes are simple, consistent, and easy for employees to navigate regardless of how they choose to engage (portal, chat, phone, walk-up).
Own GRC, vendor risk management (VRM), and policy exception workflows on the ServiceNow platform, ensuring timely processing and audit-ready records.
Own portal and content management for the ServiceNow platform, ensuring employees can easily find and act on the right services and policies.
Own the technology experience for onboarding, transfers, and offboarding, ensuring new hires are productive on day one and departures are secure and frictionless.
Modernize onboarding/offboarding into an automated, orchestrated workflow spanning identity, access provisioning, equipment, and collaboration tools — eliminating manual handoffs across HR, IT, and Security.
Partner with HR, Security, and Facilities to design a seamless, employee-centric lifecycle journey, with clear accountability for every step and status transparent to the employee and their manager.
Continuously reduce time-to-productivity for new hires and time-to-deprovision for departures, tracking both as core experience and risk metrics.
Own engineering and lifecycle management for employee-facing technology: endpoints, mobility, unified endpoint management (UEM), collaboration tools, and meeting room/AV technology.
Drive modernization of the digital workplace — proactive device health monitoring, zero-touch provisioning, self-healing endpoints, and simplified software deployment — to minimize disruption to employees.
Ensure collaboration and meeting technologies (video, conferencing, messaging) provide a consistently excellent experience across office, lab, and hybrid work settings.
Partner with Enterprise Architecture and Security to ensure digital workplace standards remain secure, scalable, and aligned to enterprise architecture principles.
Own service delivery for the M365 platform — Teams, SharePoint, Exchange, OneDrive, and Power Automate — including platform guardrails, governance, and adoption.
Own voice and unified communications service delivery, ensuring reliable, modern calling and conferencing capability across the enterprise.
Drive continuous improvement of collaboration tooling to reduce friction and support hybrid and global ways of working.
Partner with Enterprise Architecture on platform roadmap decisions and with Security on data governance within M365 workloads.
Own field and deskside support across all Regeneron sites, ensuring consistent, high-quality in-person support where self-service and remote resolution aren't sufficient.
Right-size the deskside support model as digital self-service and remote resolution capabilities mature, reallocating capacity toward higher-value, in-person needs (labs, executive support, events).
Ensure support models scale appropriately across site types (corporate, R&D/lab, manufacturing) with services tailored to how each site's population actually works.
Own end-to-end lifecycle management of end-user assets — procurement coordination, deployment, tracking, refresh cycles, and secure disposal/decommissioning.
Maintain accurate asset inventory and compliance reporting to support audit, cost management, and security requirements.
Establish a consistent employee experience measurement framework (CSAT, NPS, effort scores) across every touchpoint in this tower, replacing purely operational SLA reporting.
Run a continuous improvement cadence — mining ticket, sentiment, and usage data to identify friction points and prioritize fixes before they become recurring complaints.
Report employee technology experience trends and improvement outcomes to executive stakeholders, connecting operational data to business and workforce impact.
Own vendor relationships and contracts for service desk, ITSM, endpoint, and digital workplace tooling, ensuring value, performance, and roadmap alignment.
Establish a vendor governance cadence — performance scorecards, quarterly business reviews, and value/ROI tracking — holding vendors accountable to continuous improvement commitments rather than static contract terms.
Partner with Finance and Procurement to manage the cost-to-serve for employee technology, balancing experience improvements against operating budget discipline.
Evaluate emerging digital workplace and AI-enabled support technologies, building the business case for adoption where they meaningfully improve employee experience or reduce cost-to-serve.
Determine the organizational structure and operational direction for the function, directing critical work through subordinate managers and senior leaders.
Build, lead, and develop a high-performing, globally distributed organization across service desk, lifecycle technology, digital workplace engineering, and field support.
Mentor and coach people leaders across the organization, investing in career growth, succession planning, and bench strength.
Model and reinforce a customer-obsessed, continuous-improvement culture, holding the team accountable to employee experience outcomes, not just ticket throughput.
Champion development and team culture within the function, fostering collaboration across a global, follow-the-sun operating model.