Johannesburg: Head of Digital Value Office

The Head of Digital Value Office is responsible for the establishment of enterprise grade Governance, Risk and Compliance (GRC), Project/Program/Portfolio Management (P3M), and IT Policy/Standard Operating Procedure frameworks across all digital initiatives. The position is a strategic control function ensuring investment delivers measurable business value rather than technology for technology’s sake. The role governs the five pillar heads (Solution Delivery, Data, Business Applications, Infrastructure/Cyber Security, Customer Relations) through disciplined portfolio visibility, financial oversight, and risk management, while ensuring all IT policies and SOPs meet POPIA, HPCSA, and ISO 27001 standards.The post holder reports into the office of the Chief Digital Officer (CDO) with a key focus on Governance, Risk and Compliance to achieve Business Value and Financial Discipline by means of IT Policies, Standards and Standard Operating procedures through Project, Program and Portfolio Management Governance, Risk and Compliance Architecture • Establish the Digital Value Office as the central governance authority for all IT investments, reporting directly to the CDO with dotted-line accountability to executive leadership • Oversee the design and implementation of enterprise P3M methodology providing real-time visibility into the portfolios across all five pillars • Oversee and execute the implementation of stage-gate governance with formal monthly project and financial reviews, ensuring no expenditure exceeds R100,000 without validated business cases • Own the IT compliance framework covering POPIA (patient data protection), HPCSA (clinical systems), ISO 27001 (information security), and financial control standards • Maintain the Integration Risk Register specifically tracking vendor lock-in risks and mitigation strategies. Project, Program and Portfolio Management • Maintain accurate Green/Yellow/Red status on all concurrent workstreams including LIMS replacement, ERP implementation, infrastructure modernisation, application development, and data migration • Oversee the validation of all business cases, track CAPEX and OPEX expenditure, manage benefits realisation, and prevent scope creep • Exercise commercial oversight of all major vendors (LIS providers, Huawei, telecommunications) ensuring contract compliance and SLA enforcement • Identify and resolve cross-pillar dependencies, particularly between Infrastructure (prerequisite) and Application teams (dependent), to prevent revenue-at-risk scenarios • Manage the production and delivery of weekly executive dashboard showing true project health with empirical evidence, rejecting “watermelon” reporting (green status concealing red problems). IT Policies, Standards and Standard Operating Procedures • Develop and maintain IT Governance Framework, Change Management Policy, Information Security Policies aligned to CISO requirements, and Software Development Life Cycle standards • Govern across all 5 pillar heads the various processes pertaining to SOP documentation for all systems prior to production release, ensuring clinical workflows are documented and validated • Conduct quarterly policy adherence reviews with authority to block deployments lacking required documentation or security sign-off • Establish and maintain Single Source of Truth for all project documentation, Architecture Decision Records, and vendor contracts. Business Value Realisation and Financial Discipline • Ensure every project defines measurable KPIs (for example: “reduce clinician churn by 15 percent” rather than “deploy CRM”) • Enforce cost optimisation through rigorous vendor selection governance and contract negotiation oversight, achieving mandated savings versus Western vendor pricing • Chair monthly Digital Investment Committee evaluating new expenditure requests against strategic priorities and existing portfolio capacity • Exercise authority to recommend project termination when business cases fail or benefits prove unachievable. Stakeholder Alignment and Executive Enablement • Translate between clinical stakeholder requirements (pathologists, medical practitioners, patients) and technical delivery teams, ensuring governance enables rather than obstructs delivery • Prepare all materials for IT Steering Committee and Board Technology Committee meetings including risk registers, decision requirements, and financial status • Manage executive-level vendor relationships ensuring commercial alignment and effective escalation