Information Technology Governance Manager

JOB PURPOSE

The Governance Lead will drive the end-to-end ICT governance function to ensure that the organization’s information and communication technology (ICT) operations are well-governed, compliant, and optimized for performance. This senior role is responsible for overseeing vendor governance, including sourcing and contracting oversight, contractual compliance (Deliverables & Obligations), Service Level Agreement (SLA) management, enterprise risk management for ICT, and vendor relationship management.

PRINCIPAL ACCOUNTABILITIES

Sourcing & Contract Governance for ICT Operations, Solutions Engagement, Transformation Projects, Innovation and Airport Expansion Initiatives

• Ensure robust governance of all ICT sourcing and procurement activities. The Governance Lead will work jointly with the Procurement and Legal teams to establish and review ICT vendor contracts, making sure that terms, conditions, and service expectations are clearly defined and in line with organizational policies. This includes overseeing contracts for Solution Engagement (SE) projects, ICT projects, and major “PAL2” strategic initiatives, ensuring these contracts support the projects’ objectives and comply with internal standards.
• Policy Compliance in Procurement: Develop and enforce governance guidelines for ICT sourcing. Ensure that all RFPs, vendor evaluations, and contract awards follow the company’s procurement policies, ICT templates/standards and ethical standards for transparency and fairness.
• Contract Establishment and Approval: Coordinate contract drafting and negotiations in collaboration with Legal, making sure that deliverables, service levels, and compliance requirements are contractually documented. All ICT purchase requisitions and contracts should go through proper approval workflows as per the authority matrix.
• Vendor Selection Oversight: Participate in or oversee key vendor selection committees for significant ICT deals to provide governance perspective – validating that due diligence is performed, risks are assessed, and the best value vendors are chosen in alignment with strategic goals.

Deliverables & Obligations (D&O) Compliance for ICT Vendors

• Maintain strict compliance tracking of all vendor deliverables and obligations as per contracts. In this role, the Governance Lead ensures that each ICT vendor fulfills the commitments stipulated in their contracts.
• D&O Tracker Management: Implement and maintain a D&O tracking system for all ICT vendor contracts. This tracker lists every deliverable (e.g. monthly service reports, audit findings, project milestones, compliance certificates) and obligation (e.g. data backups, staffing levels, training sessions) that vendors owe, along with due dates. The Governance Lead reviews this tracker on a regular basis and updates the status of each item.
• Review and Verification: For each deliverable submitted by a vendor, coordinate with the relevant ICT operational teams to review the content and quality.
• Enforcement of Obligations: If vendors miss deadlines or fail to meet an obligation, the Governance Lead initiates escalation. This can include issuing formal notices of non-compliance through Governance notes, requiring the vendor to provide explanations, and setting immediate corrective actions. Repeated misses without valid reasons are treated seriously – flagged as non-compliances in governance forums and can trigger penalty clauses or management escalation as per the contract.
• Reporting D&O Compliance: Prepare summaries of D&O compliance status for leadership review (e.g., in monthly CDIO governance meetings). Highlight areas where compliance is strong and call out any deliverable that is delayed or disputed.

SLA Governance of ICT Vendors

• Monitor and govern service performance through Service Level Agreements (SLAs). The Governance Lead is responsible for ensuring that all ICT vendors meet or exceed their agreed Service Level targets, which is critical for reliable airport operations.
• SLA Definition and Alignment: Collaborate with procurement and technical teams during contract negotiation to define clear, measurable SLA metrics for each service.
• Performance Monitoring: The Governance Lead will regularly review vendors’ SLA performance reports covering all key metrics.
• SLA Change Management: Oversee any adjustments to SLAs over time. The Governance Lead manages a structured process for SLA re-baselining when necessary, negotiating changes with vendors and documenting them via formal contract amendments or change requests.
• Reporting: Summarize SLA compliance across all vendors in management reports. Highlight any significant SLA breaches and the actions taken.

Risk Management for the ICT organization

• Lead the ICT risk management and compliance efforts. Governance Lead, will implement a comprehensive risk management framework to identify, assess, and mitigate risks across the entire ICT landscape (infrastructure, applications, data, vendors, and processes).
• Risk Identification & Register: Work with all ICT sub-departments (operations, security, projects, etc.) to continuously identify potential risks – including operational risks (e.g. system failures, capacity shortfalls), security risks (cyber threats, data breaches), compliance risks (regulatory or policy violations), and vendor-related risks (dependency on a single supplier, supplier financial stability, etc.).
• Risk Assessment & Mitigation Planning: Conduct periodic risk assessments (e.g. quarterly or during major changes) to evaluate the current risk levels.
• Compliance Oversight: Ensure that ICT processes and vendors comply with relevant regulatory and policy requirements. This includes compliance with data protection laws (for instance, India’s Digital Personal Data Protection Act) and industry standards or certifications the organization adheres to (such as ISO/IEC 27001 for Information Security, ISO 20000 for IT Service Management, or other aviation industry regulations).
• Reporting and Review: Provide regular risk updates to senior management (e.g., risk dashboards or presentations to the CDIO or risk committee). Clearly communicate the top ICT risks, status of mitigation actions, and any support needed. Also, organize management review meetings for the ICT governance/risk domain.

Relationship Management for all ICT Vendors

• Serve as the executive owner of vendor relationships. Beyond enforcing contracts and SLAs, the Governance Lead focuses on building and maintaining strategic partnerships with ICT suppliers.
• Governance Structure & Meetings: Establish a structured vendor governance cadence. Governance Meetings: Monthly governance meetings to review overall performance, SLA metrics, ongoing issues, and progress on initiatives.
• Executive Steering Committees (ESC): Quarterly or bi-annual high-level meetings with the vendor’s senior executives and the organization’s ICT leadership to discuss strategic alignment, major upcoming projects, innovation ideas, and any significant concerns. For key vendors, ensure that Executive Steering Committee meetings happen on schedule and address the right agenda.
• Performance and Relationship Monitoring: Develop a vendor scorecard or dashboard for each major vendor that tracks not only SLA performance and D&O compliance, but also qualitative aspects like responsiveness, proactiveness, and quality of collaboration. Use these scorecards in governance meetings to provide a transparent view of how the vendor is doing. Additionally, solicit feedback from internal teams that interact with the vendor (e.g. project managers, engineers) to identify any pain points or areas of excellence. This holistic view feeds into a “relationship health” assessment discussed with the vendor.
• Vendor Development and Alternate Sourcing: Work on long-term strategies such as developing secondary vendors for critical services (to mitigate risk of single-supplier dependency) or helping improve a smaller vendor’s capabilities if they are important to the business.
• Executive Reporting on Vendor Ecosystem: Summarize the status of vendor relationships to executive leadership.

DIMENSIONS

Financial

• Ensure value delivery in all outsourced services and/or product contracts. Arrest any value leakage in the contract.

Non-Financial

• Manage a team of 1-2 FTEs with day-to-day task allocation, review, and guidance on in-scope functions.
• Assess the skills, capabilities & expectations of the team from time to time and work with BIAL ICT & HR leadership to define/refine the career path for the team periodically, along with identifying necessary training & mentoring needs of the team
• Provide inputs on team capacity planning & hiring plans if any

JOB SPECIFICATION

• In-depth understanding of IT governance frameworks and best practices.
• Familiarity with standards like COBIT and ITIL/ISO 20000
• Strong knowledge of contract management principles, procurement processes, and legal basics of IT contracts (liabilities, indemnities, penalties, etc. in vendor agreements).
• Solid grasp of risk management techniques and compliance requirements relevant to ICT – including cybersecurity standards (ISO 27001) and data protection regulations.
• Analytical and Problem-Solving: Exceptional analytical skills to interpret performance data, contract details, and risk assessments.
• Leadership and Influence: Demonstrated ability to lead cross-functional teams and influence without direct authority.
• Communication: Excellent communication and interpersonal skills. Must be adept at stakeholder management – able to communicate effectively with C-level executives as well as technical project managers.

Qualifications

• Bachelor’s degree in CS, IS, Engineering
• MBA or a relevant master’s degree is highly valued
• 12-15 years of experience in the IT/ICT sector, with 5-7 years in leadership roles focusing on IT governance, vendor management & program management
• 5 days WFO