Director, IT Service Delivery and Operations

Who We Are

Flagship Pioneering is a biotechnology company that invents and builds platform companies that change the world. We bring together the greatest scientific minds with entrepreneurial company builders and assemble the capital to allow them to take courageous leaps. Those big leaps in human health and sustainability exponentially accelerate scientific progress in areas ranging from cancer detection and treatment to nature-positive agriculture.  

What sets Flagship apart is our ability to advance biotechnology by uniting life science innovation, company creation, and capital investment under one roof in a way that is largely without precedent. Our scientific founders, entrepreneurial leaders, and professional capital managers are each aligned around an institutionalized process that enables us to innovate and transform for the benefit of people and planet.  

Many of the companies Flagship has founded have addressed humanity’s most urgent challenges: vaccinating billions of people against COVID-19, curing intractable diseases, improving human health, preempting illness, and feeding the world by improving the resiliency and sustainability of agriculture. 

Flagship has been recognized twice on FORTUNE’s “Change the World” list, an annual ranking of companies that have made a positive social and environmental impact through activities that are part of their core business strategies, and has been twice named to Fast Company’s annual list of the World’s Most Innovative Companies.

Role Summary:

The Director, IT Service Delivery & Operations is a senior leadership role operating at the intersection of strategy and execution. This position serves as the critical bridge between IT leadership priorities and operational delivery — translating strategic direction into actionable plans and ensuring execution remains aligned with organizational goals.

This role does not directly execute service delivery; it enables those who do. The Director establishes governance frameworks, defines performance expectations, and provides the structure, visibility, and accountability required for delivery teams to succeed. The role also leads initiative implementation through structured hypercare, ensuring successful adoption and transition into steady-state operations.

Working closely with the Sr. Director of IT Service Delivery, this leader co-shapes the service roadmap, advances ITIL 4 service management maturity, and builds the operational discipline required to scale IT services across Flagship and its portfolio.

Role Context

This role operates in close partnership with two key functions:

• Director, IT Service Delivery – owns execution of the service model, delivery teams, and stakeholder relationships.
• Service Excellence Manager – owns process design, reporting, ITSM practices, and operational coordination.

The Director, IT Service Delivery & Operations defines the governance, accountability, and performance frameworks within which these functions operate — enabling consistent, high-quality execution without owning day-to-day delivery.

Key Responsibilities

1. Strategy-to-Execution Leadership

• Translate IT strategy into structured implementation plans with clear milestones, ownership, and success metrics.
• Partner on roadmap planning, prioritization, and sequencing of initiatives.
• Lead initiatives through hypercare, ensuring adoption, issue resolution, and smooth transition to steady state.
• Provide change leadership to delivery teams — setting expectations, removing barriers, and ensuring clarity.
• Maintain visibility into initiative progress; escalate risks, blockers, and decisions proactively.

2. Governance & Performance Oversight

• Define and govern SLAs, KPIs, OLAs, and reporting frameworks aligned to ITIL 4 principles.
• Interpret service performance data to identify systemic issues and improvement opportunities.
• Own the Continual Service Improvement (CSI) program, setting priorities and sponsoring initiatives.
• Conduct regular operating reviews; provide coaching and accountability across functions.
• Ensure customer experience metrics (e.g., CSAT/NPS) are measured and acted upon.

3. IT Asset Management (ITAM) Governance

• Establish and govern the ITAM program, including policies, lifecycle standards, and data integrity.
• Define CMDB governance and accountability for accuracy and completeness.
• Guide asset lifecycle processes (procurement, deployment, refresh, disposition).
• Leverage asset data to inform investment, lifecycle planning, and cost optimization.
• Partner with Finance and Procurement to align asset strategy with budgets and forecasts.