Managing Director – Enterprise Architecture, Data & AI Governance

Please discuss the work location status with your Baker Tilly talent acquisition professional to understand the requirements for an opportunity you are exploring.

Baker Tilly is seeking a Managing Director – Enterprise Architecture, Data & AI Governance to lead the firm’s enterprise architecture function and establish the architectural and governance foundation required to scale technology, data, and artificial intelligence responsibly across the enterprise. 

Reporting directly to the Chief Digital & Information Officer (CDIO), this leader will serve as the firm’s senior authority for enterprise architecture and will bring together Enterprise Architecture, Data Governance, and AI Governance into an integrated enterprise capability. The role will establish the standards, guardrails, decision rights, controls, and governance mechanisms that allow Baker Tilly to innovate rapidly while maintaining enterprise integrity, interoperability, security, data quality, responsible AI practices, operational sustainability, and the control discipline expected of a future publicly traded company. 

As Baker Tilly prepares for the possibility of becoming a publicly traded company, this leader will help mature technology, data, and AI governance to public-company standards. The role will partner closely with Innovation, Finance, Risk, Legal, Privacy, Security, Internal Audit, and other control functions to establish durable evidence, accountability, traceability, and control practices that can withstand executive, board, auditor, regulator, and investor scrutiny. 

This role is central to Baker Tilly’s evolving technology operating model. Enterprise Architecture will operate as an enabling enterprise function—not simply an architecture review body—providing reusable standards and patterns, engaging early with capability and product teams, governing critical architectural decisions, and creating clear paths that allow teams to move quickly within established enterprise guardrails. 

A critical element of the mandate is maintaining a clear architectural seam between core Enterprise Technology and emerging AI Innovation in partnership with Baker Tilly’s AI Product Group (APG).  

Strategic Mandate 

• Establish an integrated enterprise architecture function that defines Baker Tilly’s target technology architecture and provides clear standards, patterns, roadmaps, and guardrails across the technology estate. 
• Own enterprise Data & AI Governance, creating a coherent governance model covering enterprise data standards, responsible AI, risk-tiered AI and agent approval, architecture compliance, technology lifecycle management and production readiness. 
• Define and steward the enterprise data architecture, including the enterprise data foundation, data contracts, integration patterns, systems of record, data interoperability, and BTID as the firm’s client-data join key and source-of-truth mechanism. 
• Enable rather than impede technology delivery by embedding architecture and governance early in capability, platform, transformation, and AI product lifecycles and providing pre-approved patterns and pathways wherever practical. 
• Establish the architectural partnership between Enterprise Technology and the AI Product Group, ensuring that AI products can innovate rapidly while securely and sustainably operating at enterprise scale. 
• Reduce technology complexity and fragmentation by driving standardization, reuse, platform leverage, application rationalization, and alignment to target-state architecture. 
• Provide senior architectural leadership to the CDIO and enterprise leadership, translating technology, data, and AI architecture into clear business implications, investment choices, risks, and strategic opportunities. 
• Build public-company-ready technology, data, and AI governance capabilities, including clear control ownership in partnership with the Risk Organization, documented decision rights, evidence-based compliance, auditability, and disciplined oversight of technology and data risks. 

Enterprise Architecture Strategy & Leadership 

• Define and maintain Baker Tilly’s enterprise technology architecture, principles, standards, and target-state roadmaps. 
• Establish architecture across major domains including applications, platforms, cloud, integration, APIs, enterprise data and identity. 
• Create a coherent view of the firm’s current-state and target-state technology landscape and connect architectural roadmaps to business strategy, capability roadmaps, platform investments, and major transformation programs. 
• Identify opportunities to simplify the technology estate and reduce redundant applications, platforms, integrations, and architectural patterns. 
• Advise the CDIO and other senior stakeholders on significant architectural choices, technology investments, technical debt, and modernization priorities. 
• Maintain architecture decision records and mechanisms that make significant enterprise technology decisions transparent and durable. 

Enterprise Data Architecture & Governance 

• Establish and steward the enterprise data architecture in partnership with Business Technology, Operational IT, APG, Security, and business stakeholders. 
• Define architectural standards for the enterprise data foundation, systems of record, data domains, data contracts, integration, APIs, metadata, lineage, quality, and interoperability. 
• Establish enterprise principles governing authoritative data sources, ownership, stewardship, quality, classification, access, retention, and lifecycle management. 
• Define and govern standards supporting BTID as the firm’s client-data source-of-truth and cross-platform join mechanism. 
• Ensure APG and other product teams can consume enterprise data through governed, scalable, published data contracts. 

AI Governance & Responsible AI 

• Lead the enterprise AI Governance framework in partnership with Security, Risk, Legal, Compliance, APG, and other stakeholders. 
• Manage a risk-tiered governance model for AI systems and agents, allowing lower-risk experimentation to move quickly through pre-approved paths while applying appropriate scrutiny to higher-risk use cases. 
• Establish a single enterprise launch-gate approach applicable to internally developed AI, agents, vendor AI capabilities, and other AI-enabled systems. 
• Define governance standards covering AI risk classification, data use, privacy, security, model evaluation, human oversight, explainability, monitoring, and production readiness. 
• Partner with APG on evaluation and production criteria: APG develops product-specific evaluation approaches while Enterprise Architecture ratifies enterprise standards and production-gate requirements. 
• Maintain clear accountability between governance and engineering: governance defines the enterprise bar; product/capability and engineering teams remain accountable for designing and building solutions that meet it. 

Architecture Governance & Production Readiness 

• Establish practical architecture governance integrated into Baker Tilly’s capability operating model and clarify architectural decision rights, including advisory versus approval authority. 
• Create reusable reference architectures, patterns, standards, and pre-approved approaches that allow teams to operate independently within enterprise guardrails. 
• Participate early in major product, platform, transformation, and capability roadmaps to identify architectural implications and dependencies before delivery commitments are made. 
• Establish architecture and non-functional requirements for scalability, deployment, integration, resilience, security, observability, supportability, and operational readiness. 
• Partner with Operational IT and APG to define and maintain the production handoff standard for new products and platforms. 
• Co-manage appropriate production gates and evaluate definition-of-done from an enterprise architecture and governance perspective. 

Partnership with the AI Product Group 

• Serve as the principal enterprise architecture partner to the Chief AI and Technology Officer and AI Product Group. 
• Maintain the explicit architectural boundary: APG owns AI product architecture, agentic architecture, the AI intelligence substrate, ontology, knowledge graph, judgment layer, and product data architecture; Enterprise Architecture owns enterprise architecture, enterprise integration, systems-of-record architecture, enterprise data foundation architecture, enterprise standards, Data Governance, and AI Governance. 
• Partner with APG on agentic architecture through standards and gates rather than assuming design authority inside APG products. 
• Ensure AI products can transition cleanly from experimentation and product engineering into enterprise production and operations. 
• Help create reusable enterprise patterns so each new AI product becomes progressively easier, faster, and less expensive to scale. 

Capability Operating Model Enablement 

• Position Enterprise Architecture as a horizontal enabling capability supporting product, platform, and service teams across TDIO. 
• Provide architects to capability teams as appropriate while maintaining enterprise consistency and an architecture community of practice. 
• Participate in Quarterly Technology Reviews and other cross-team planning mechanisms to identify architectural dependencies and constraints early. 
• Partner with Capability Owners and Technical Leads to translate enterprise architecture into actionable team-level guidance. 
• Establish interaction models that make it clear when teams can proceed independently, when consultation is required, and when enterprise approval is necessary. 
• Measure Enterprise Architecture success based on enablement, reuse, simplification, risk reduction, and business outcomes—not architecture-review volume. 

Technology Simplification & Modernization 

• Establish an enterprise approach to technology and application rationalization. 
• Identify duplication, fragmentation, obsolete platforms, unnecessary customization, and opportunities for consolidation. 
• Drive greater reuse of enterprise platforms, APIs, integration services, data capabilities, and architectural patterns. 
• Partner with Strategy & Planning to connect architectural recommendations to portfolio and investment decisions. 
• Develop modernization roadmaps that balance business value, risk reduction, technical debt, cost, and organizational capacity. 

Leadership & Organizational Development 

• Build and lead a high-performing Enterprise Architecture and Governance organization. 
• Develop enterprise, domain, solution, data, and governance talent appropriate to the future operating model. 
• Establish an architecture community of practice across TDIO and APG and create clear roles and career paths for architects. 
• Build a culture in which architects are viewed as strategic partners and enablers rather than reviewers operating outside delivery teams. 

Public Company Readiness, Controls & Assurance 

• Lead the maturation of enterprise architecture, data, and AI governance practices to support Baker Tilly’s longer-term IPO and public-company readiness objectives. 
• Bring practical experience operating in, preparing for, or advising a publicly traded company, IPO candidate, or similarly rigorous regulated environment with mature technology controls and governance expectations. 
• Partner with Finance, Internal Audit, Risk, Legal, Privacy, Security, and Complia