Director, Technology Business Operations

We are looking for a Director, Technology Business Operations to build and lead IT's strategic planning, prioritization, and financial governance function from the ground up. You'll give Oura's roughly 70-person IT organization — spanning about 300 applications — a shared way to plan, prioritize, and see its own spend, replacing work that today happens informally at leadership cost. You'll start as the sole builder, then manage and grow a small team — beginning with a contractor bridge — as the work proves it out.

• →Own the strategic layer for IT — value-based planning, prioritization, and governance — while architecture, delivery, data platforms, cloud infrastructure, and AI enablement stay with the teams that already own them
• →Manage a contractor bridge of two resources (Portfolio Manager, Analyst) through build-out, then hire, lead, and develop a target-state team of 2–3 FTEs (Analyst, Portfolio Manager, Strategist)
• →Build IT's strategic planning system: the annual planning cycle, the multi-year technology plan, and the business cases and investment narratives that justify what gets funded and in what order
• →Stand up a shared, visible prioritization and governance model for what IT works on and why, so decisions aren't made informally or re-litigated team by team
• →Own financial operations in partnership with FP&A — cost-center model, contractor vs. FTE spend, named application ownership, forecast inputs, and a consolidated view of total IT spend and renewal exposure across a technology budget in the upper tens of millions of dollars — feeding FP&A's monthly variance review without becoming a purchasing approval gate
• →Own procurement, contract, and renewal management, building a renewal calendar, negotiation packets, and an application inventory with a named service owner per app
• →Own contractor and SOW administration and workforce operations — requisition tracking and onboarding readiness across multiple countries
• →Run IT's executive operating cadence — all-hands, monthly updates, quarterly roadmap reviews, IT Leadership team meetings, business reviews — as a system that runs without last-minute assembly

This is a hybrid role out of our San Francisco office.

• 12+ years of IT experience, including 4+ years leading IT strategy for a fast-growing company — value assessments, prioritization frameworks, multi-year planning, and the judgment calls that come with scaling technology investment alongside the business
• Strong operational discipline, with familiarity with Technology Business Management (TBM) or a comparable technology operating model for governing spend, portfolio, and value
• Experience partnering with FP&A, Procurement/Legal, Enterprise Architecture, and cross-functional stakeholders without owning their process
• Exceptional executive-level communication skills — you'll own how the department presents itself upward and outward; this is an explicit screen, not a nice-to-have
• Demonstrated ability to build strategic planning, financial, and governance processes from scratch in a cross-functional environment, and comfortable operating as the hands-on, sole builder and manager of a small team (starting with a contractor bridge) before it scales to FTEs
• Clarity and discipline about scope: able to operate as the strategic/prioritization layer without drifting into architecture, delivery, or platform ownership that belongs to other functions
• Use LLM assistants/agents (e.g., Claude) daily in your work — research, drafting, analysis, problem-solving — with judgment about when AI is and isn't the right tool, and a habit of verifying output
• Bring judgment to identify which of your own function's recurring processes (renewal tracking, planning-artifact assembly, spend consolidation, reporting) should shift from manual to AI-assisted work, and build that into your team's workflows — not just your own tasks