We are not looking for a strategist who delegates the work, and we are not looking for a coordinator who waits to be told. We are looking for the single person who owns IT outcomes — who picks up the phone on a Saturday night, runs the bridge call, holds vendors to scope, and keeps the lights on while we grow.
Salesforce platform ownership sits with Revenue Operations and our Salesforce delivery partner. Security strategy sits with our vCISO. Day-to-day MSP and help-desk work sits with our managed-services partner. What is left is the linchpin of the operating model: operational ownership with strategic input. This person owns and answers for technology.

What You’ll Own

Internal IT outcomes — single point of accountability for uptime, user experience, problem triage, and incident command across the firm.
Vendor governance — directing our MSP/MSSP, Salesforce delivery and engineering partners, data vendors, and any future partners with one consistent voice and a real performance scoreboard.
Platform health — the candidate portal and its integrations to the website and Salesforce; M365, identity, and endpoints; and the seams between Salesforce and everything else.
IT strategy and roadmap — a rolling three- to five-year plan aligned to growth, compliance, and partner priorities. Translating technology decisions into business terms for the leadership team.
Business continuity and disaster recovery — owning the BCDR plan, running periodic tabletop and recovery exercises, and keeping the firm operating through outages, weather events, and vendor failures.
Workflow automation and operational analytics — identifying and delivering automation that improves efficiency and operating margin, and partnering with Revenue Operations on data visibility and reporting that supports decision-making.
AI policy and tooling — partnering with leadership and outside counsel on responsible AI adoption, governance, and tooling decisions, and setting practical guardrails for the IT function.
Internal team leadership — coaching the IT Manager (your direct report and day-to-day liaison to the MSP) and continuing to professionalize the function.
Compliance posture — partnering with the vCISO on policy, audit response, and risk; supporting client security questionnaires and RFPs without owning the security function itself.
Budget and contracts — owning the IT line, vendor renewals, and capital planning for technology.

Non-Negotiables

Owner mindset, not pass-through. When something breaks, the answer is “I have it,” not “let me get back to you.” This role exists to absorb ambiguity, not redistribute it.
Sleeves-up technical depth. You can read a network diagram, follow a log file, validate a vendor’s story, and run an incident bridge without freezing.
Vendor management instinct. You direct partners and hold them to scope. Vendors do not steer our strategy; they help us execute it.
Triage and critical thinking. You ask the right second and third questions: which system, which integration, which owner, what is the blast radius.
Transparent under pressure. You name the problem first, the plan second, the owner third — even when the news is bad. Hope is not a strategy.
Cultural fit with a hands-on leadership team. Our partners and executives roll up their sleeves; you will too.

A Note on Title and Level

We are title-neutral. The work calls for someone operating at the level of a VP of Technology, but we are open to candidates who fit best as Director of IT or Head of IT depending on background. There is a clear growth path to Senior Director and VP after demonstrated ownership. Whatever the title, the successful candidate must arrive equipped to hit the ground running and own this function from day one. We would rather overshoot on experience than bring in someone who needs ramp-up time before they can take the wheel. It is very important that this person know they will “own” the IT department and they must be comfortable taking charge of vendors, contractors, managing employees and working closely with stakeholders – Partners and Leadership. They must be willing to roll up their sleeves and do the work as needed – not just direct people.

Baseline Qualifications

Bachelor’s degree in Information Technology, Computer Science, Business, or a related discipline. An advanced degree is preferred but not required where the operational track record is strong.
Ten or more years of progressive technology experience, with at least three years in a leadership or owner role (VP of Technology, Director, Senior Manager, IT Manager with vendor and team accountability, or equivalent).
Demonstrated experience operating in a regulated or compliance-adjacent environment — legal, financial services, healthcare, or similar is strongly preferred.
Hands-on experience with Salesforce as a connected platform.

Strong Signals We Look For

Has worked inside or alongside an MSP or MSSP and knows what good vendor oversight looks like.
Has owned identity, endpoint management, and Microsoft 365 in a regulated or compliance-adjacent environment.
Has led a small technology team (one to three direct reports or larger) and managed at least one six-figure vendor relationship.
Has lived through a difficult migration, audit, or major incident — and can describe candidly what went wrong and how it was addressed.
Communicates in business terms. Can sit in a partner meeting and explain risk and trade-offs to a non-technical audience.
Comfortable working alongside a Salesforce platform owner and a Revenue Operations leader — supporting their work as needed.

What Won’t Work Here

Title chasers. Candidates who lead with what they should be called.
Strategist-only profiles. Résumés heavy on governance, frameworks, and roadmaps with no recent contact with operational reality.
Fragile communicators. Cannot deliver bad news cleanly in an interview.
Vendor-dependents. Reflexively want to outsource everything.

What Success Looks Like in the First 12 Months

0–90 days: Owns the vendor scoreboard. Knows every system, every integration, every contract, and every escalation path. Has met every partner and every leadership-team member.
90–180 days: Vendors deliver to documented scope with monthly performance reviews. Incident response is rehearsed, not improvised.
180–365 days: A three-year IT roadmap is in front of the leadership team and the Technology Committee. Compliance posture is documented. The IT line is being managed to budget. The IT Manager is operating at the next level under your coaching.