Global Business Technology Strategy Specialist (m/f/d)

NTT Global Data Centers•London, VA

19h•$127,300 - $181,300•Remote

About The Position

The Global Business Technology Strategy Specialist (m/f/d) is a senior individual contributor within the Strategy Realization Office (SRO) responsible for translating business strategy into measurable outcomes through the practical application of technology, AI, workflow redesign, digital products, and technology-enabled operating models. This role serves at the intersection of business transformation and technology, focusing on understanding business challenges, identifying opportunities for value creation, rapidly validating solutions through experimentation, and helping successful initiatives evolve into scalable, governed, and adopted capabilities. As a commercially minded and technologically capable transformation practitioner, the Specialist partners with senior leaders and cross-functional stakeholders to improve decision quality, accelerate strategic execution, and modernize how work gets done across the organization. The role combines business problem-solving, operating model thinking, and hands-on solution development to move ideas from concept to tangible business impact while ensuring alignment with governance, risk, security, and organizational priorities. Operating within the SRO's Evaluate, Mobilise, and Execute framework, the role contributes to the organization's strategic ambitions around decision intelligence, AI-enabled business solutions, workflow automation, digital service applications, and technology-enabled operating models. Success requires balancing innovation with sound judgment, challenging existing ways of working, experimenting responsibly, and creating reusable methodologies that strengthen the SRO's long-term capabilities. This is not a traditional technology, engineering, architecture, or automation role. Rather, it is a business transformation position distinguished by the ability to understand complex business problems, build compelling value cases, prototype practical solutions, influence stakeholders, and drive sustainable organizational change that delivers measurable business results.

Requirements

MBA, Bachelor's degree or equivalent relevant professional experience
Proven experience in digital transformation, technology-enabled business change, product/innovation, business architecture, process transformation, technology consulting, or another environment connecting technology to business outcomes.
Clear evidence of personally building, configuring, prototyping or materially shaping technology-enabled solutions, workflows, or digital products.
Evidence of taking ideas beyond demonstration into adoption, implementation, operational use, or a clear scale/stop decision.
Experience developing value cases, business cases, or structured investment logic for technology-enabled initiatives.
Experience working with senior stakeholders and cross-functional technical, business, and control teams in complex organizations.
Strong business problem framing and structured analytical thinking.
Practical technology fluency across AI, workflow, automation, low-code, or digital product tools.
Hands-on confidence to build, configure or prototype solutions rather than only specifying them.
Commercial judgement and ability to develop clear value hypotheses, business cases, and ROI/TCO logic.
Process redesign and technology enabled operating model thinking.
Ability to translate between business stakeholders and technical/control functions.
Senior stakeholder engagement, facilitation, influencing, and executive communication.
Experimentation mindset: test, learn, iterate, stop or reframe based on evidence.
Strong governance awareness covering security, data, legal, financial and responsible AI considerations.

Responsibilities

Business problem discovery and technology opportunity assessment: Work with GDC business leaders and SRO colleagues to identify and define the real business problem or initiative rationale, knowledge or process constraints, operating-model gap or decision bottleneck considerations before selecting technology. Assess opportunities across people, processes, data, governance, user experience and technology, defining clear use cases and value hypotheses. Distinguish between problems that need technology and problems better solved through simplification, policy, relationships, accountability, or operating model change.
Technology-enabled process and operating-model design: Map current-state processes and workflows and design practical future states that use technology to reduce friction, improve control, increase speed, or create new capability. Define the implications for roles, governance, data, controls, skills, adoption and handoffs rather than treating the technology as a standalone solution. Challenge the tendency to automate outdated processes; simplify or redesign first where appropriate.
Hands-on experimentation, prototyping and solution shaping: Use appropriate approved tools to build, configure or prototype agents, applications, interfaces, decision-support products, prompts, knowledge structures, or other digital accelerators. Move quickly from concept to something testable, gather evidence, learn from failure, and iterate. Work comfortably with tools such as ChatGPT, Microsoft Copilot, Cursor, Power Platform, low-code platforms, or equivalent technologies without being defined by any one vendor or product. Collaborate with deeper technical specialists when engineering, architecture, security, or production-grade delivery requires capabilities beyond the role.
Business case, prioritization and proof of value: Build concepts, pilot and rollout cases that connect technology to cost, ROI, TCO, payback, productivity, risk reduction, customer outcomes, or other measurable value. Define baseline, success measures, owner, funding route and scale/stop/reframe criteria before significant pilot or rollout activity. Help leaders prioritize use cases based on value, strategic fit, feasibility, adoption complexity, and control requirements.
Governance, adoption and mobilization: Apply and improve the SRO Evaluate, Mobilise and Execute lifecycle, engagement gates, and quality standards. Design proportionate routes through GDC Functions, including Technology, AI CoE, Security, Legal, Finance and other controls where required. Translate prototypes into practical mobilization and adoption plans, including ownership, operating model, change, support, and accountability. Help functional owners move from pilot to scale, stop or reframe based on evidence rather than enthusiasm.
SRO service industrialization and productization: Help turn repeatable SRO work into reusable technology-enabled services, including business-case workflows, executive-assessment acceleration, decision intelligence, and process-analysis tools. Create reusable patterns, components, prompts, knowledge assets, and interfaces that reduce repeated manual work while retaining appropriate review and control - practical methods, playbooks, templates, case studies, value stories and reusable assets that make SRO delivery more consistent and scalable. Contribute to the evolving SRO service portfolio and demonstrate where technology increases speed, consistency and scale without reducing professional judgement.
Cross-functional leadership and capability building: Explain technology in business language and build credibility with both technical and non-technical stakeholders. Coach and enable SRO colleagues to use technology more effectively in their own work, while learning from their strategic, commercial and stakeholder expertise. Share lessons from experiments, including what did not work, and help establish responsible standards for repeatable adoption.