Director, Digital Transformation & Technology

Overview

When Chick-fil-A was smaller, most challenges could be addressed through asking questions to peers and working relationally. The business was less complex and there was a shared understanding of how a lot of our core functions worked. As we grew as a business and the number of staff, Operators, and vendors increased as a result, this shared context diminished. At the same time, the demand for technology solutions to power the business increased. Today, our business needs a common language to express our core capabilities so that we have a foundation for making decisions about where we invest to enable growth and operational success. The Business Architecture team is charged with making this vision a reality.

The Director of Enterprise Business Architecture is charged with developing the vision, strategy, and execution plan for the following key outcomes:

1) Lead the Business Architecture Practice: Steward the Business Capability Catalog and its associated data, which includes business capabilities, people support, systems, critical data objects, planned projects, and more. This catalog serves as a shared way of talking about what our business does and how well it is supported by people, process, data and technology. Beyond maintaining it, the Director of Business Architecture must also actively advocate for its use across the business in the right ways at the right times. This responsibility also includes applying and maturing practices such as capability modeling, systems mapping, maturity scoring, and data-driven decision making through portfolio planning, and shaping the team into an effective consulting function that leverages the model to help the business and DTT deliver solutions that move the needle on the targeted strategy outcomes.

2) Translate Strategy into Execution: They are charged with helping the business translate strategy goals into execution paths, advocating for effective measurement of business impact. Some of this activity is done by influencing the planning process at and functional team level, and some is done by jumping into challenging cross-team situations as a player/coach. This requires building strategic relationships with leaders across talent, organizational strategy, business departments, and DTT.

3) Champion Enterprise Outcomes: They are responsible for managing the tension that exists between departmental or DTT product team outcomes and enterprise outcomes and ensuring we make decisions with “eyes wide open”. Enterprise outcomes that we actively engage in today are things like Momentum Accelerators, Enterprise Item Lifecycle Management (Supply Chain + Marketing + DTT), or International. Business Architecture was critical in defining the international operating model and in navigating the intersection of people, process, data, and technology on the highly cross-functional EILM, as two current examples. The Director of Business Architecture will be charged with continuing to navigate these complex situations as new ones arise in the future.

4) Provide Digital Delivery Process leadership: The Business Architecture practice also co-leads the Digital Delivery Process (DDP), our intake and work-routing system.

Responsibilities

• Develop vision for business architecture practice, strategy for achieving it, and operational model for ongoing engagement with the business and DTT.
• Provide leadership in cross-domain / departmental solutions by guiding partners towards good decisions around the convergence of people, process, data, and technology.
• Build trusted relationships with business leaders and their DTT partners to enable conducting Business Capability Mapping workshops.
• Develop framework for making strategic investment decisions based on capabilities and how well they are supported by people, process, data and technology.
• Provide assurance that enterprise outcomes are weighed alongside departmental and product team outcomes when making significant decisions.
• Select, implement, and manage tools that enable business architecture deliverables (LeanIX, Claude).
• Steward Enterprise Architecture principles and socialize them across theBusiness.
• Provide leadership for Digital Delivery Processes.
• Provide people leadership for Business Architecture team.
• Act as a player/coach, engaging directly in cross-audience situations that need high influence.

Required Qualifications (Knowledge, Skills, & Abilities)

• Architecture and software delivery leadership experience
• Experience leading initiatives that require the combination of people, process, data, and technology
• High degree of business aptitude with ability to understand and reason about various business areas and their processes quickly and effectively
• Excited to be an advocate for enterprise thinking even when it will mean dealing with conflict
• Strong leadership abilities both in casting vision and executing through a team
• Ability to earn trust and lead through influence
• Ability to demonstrate a systems thinking mindset across a broad range of business domains
• Ability to challenge assumptions / status quo without creating big wakes
• Desire and ability to mentor and coach others, including business architects on the team and others across CFA
• Strong process mindset combined with high degree of architecture aptitude
• Strong people leadership and coaching skills

Preferred Qualifications (Knowledge, Skills, & Abilities)

• 15+ years of experience
• Software and/or solution architecture background
• Solution Architecture or Enterprise Architecture experience
• Familiarity with CFA technology ecosystem (cloud, restaurant), shared services, and enterprise architecture concepts (ex. domain-driven design)

Required Years of Experience10 Preferred Years of Experience15 Travel Requirements10% Required Level of EducationBachelor's degree or equivalent experience Preferred Level of EducationMaster's Degree Major/ConcentrationMIS, Computer Science, or similar Preferred Major/ConcentrationMBA Relocation Assistance ProvidedNo