Vice President | Enterprise Technology Experience

Raymond James•Saint Petersburg, FL

1d•Hybrid

About The Position

This Senior Technology Leader will own the experience of Enterprise Technology across the firm — how engineers and architects experience building on the estate, how business partners experience engaging Technology, how technology leaders experience running their areas, and how associates experience the technology they rely on every day. The role is accountable for measuring that experience, making it visible, and driving the work that improves it. To make that accountability real, the role owns the operating system behind Enterprise Technology: a single front door for technology demand, the initiative portfolio and the mechanics of the prioritization cycle, the operating rhythm of business and operating reviews, and one Enterprise Technology scorecard carrying one agreed definition and one named owner for every metric on it. Developer experience — the paved road, pipelines, and engineering productivity measurement — is one portion of this portfolio and the template for the rest. This is an individual-contributor role with no direct reports. Its authority is delegated decision rights over demand intake, operating cadence, portfolio, experience measurement, and reporting. The role partners closely with IT Finance, the program management functions, vendor management, and technology risk, each of whom retains ownership of their discipline; this role owns the design of the system, the integrated view across it, and the escalation when commitments slip. The role demands strong executive presence and partnership, with frequent interaction and influence at the Raymond James senior management level, and the credibility to hold a technical conversation with senior engineers and a financial conversation with Finance in the same day.

Requirements

More than ten (10) years of relevant experience including management or leadership experience is highly preferred.
Financial services experience required.
Demonstrated ability to run an enterprise technology operating rhythm without line authority: demand intake, portfolio management, executive-cadence facilitation, and one-scorecard reporting across organizations that do not report to the role.
Experience owning a measured experience program for a technical or internal-service population: instrument design partnership, fielding, segmentation, and a credible action loop — with the judgement to pair perceptual signals with system telemetry rather than trusting self-report.
Command of IT financial mechanics (RTB/CTB/KTLO classification, discretionary prioritization, unit-cost and variance reporting) sufficient to be a credible counterpart to IT Finance without owning the ledger.
Senior-level developer-experience and platform-engineering expertise: internal developer platforms (e.g., Backstage), golden paths, CI/CD and automated dependency-upgrade pipelines, DevSecOps controls embedded in the pipeline (SAST/DAST/SCA, secrets management, SBOM and supply-chain provenance, policy-as-code), agent-native engineering practice, and fluency in DORA four keys and DXI or equivalent.
Credible both as a practicing technologist with senior engineers and as an operator with Finance, HR, audit and risk partners, with evidenced comfort delivering unwelcome information to senior leaders with data behind it.
Financial services experience preferred; experience standing up a technology business-operation, experience or PMO function preferred; service-management or workplace-technology exposure valued, as constituency 4 is the least-served population.
TOGAF or equivalent a plus.
People-management experience is not required — this is an individual-contributor seat.

Nice To Haves

More than ten (10) years of relevant experience including management or leadership experience is highly preferred.
Financial services experience preferred
experience standing up a technology business-operation, experience or PMO function preferred
service-management or workplace-technology exposure valued
TOGAF or equivalent a plus.

Responsibilities

Responsible for defining and operating a single measurement system for the Enterprise Technology experience — covering engineers and architects, the business partners who consume technology, technology leadership, and the broader associate population — including instrument design partnership, fielding cadence, segmentation, and a published action loop that shows what changed as a result.
Own the Enterprise Technology scorecard: one agreed definition and one named owner for every metric, published on a consistent cadence, and built so leaders use it to run their own areas rather than only to report on them.
Establish and operate a single front door for technology demand, with a published triage service level and visible request status for the business.
Influence and prioritize the technology initiative portfolio, including the mechanics of the discretionary planning cycle, run-versus-change classification discipline, and the forum in which work is stopped as deliberately as it is started — partnering with IT Finance, who retain ownership of the numbers.
Establish and run the operating rhythm for Enterprise Technology: bi-weekly, monthly, and quarterly reviews conducted on an outcomes basis, with pre-reads circulated in advance, decisions recorded, and actions tracked to closure.
Proficient in designing and building developer platforms with an open architecture that integrates cleanly with third-party tooling — internal developer platforms, golden paths, and CI/CD pipelines — and responsible for the standards, target architecture, and productivity measurement that govern developer experience.
Partner with senior business and technology leaders to translate experience findings into prioritized work, streamline operations, enhance capabilities, and deliver measurable business value.
Establish effective communication frameworks to promote transparency, alignment, and consistent information flow across the technology organization.
Maintain the integrated view of estate health — application lifecycle currency and technical debt — alongside the coordinating view of vendor performance, audit and examination commitments, and business continuity and disaster recovery status.
Collaborate with senior executives on strategic planning, meeting agendas, and development of executive-level communications and presentations.
Maintain a strong external perspective by staying current on emerging technology, industry trends, and evolving business models.
Support annual financial planning and the establishment of goals and objectives for the areas in scope, and provide the reporting that keeps committed outcomes visible and escalates them when at risk.