Director, IT Vendor Management Office (VMO)

About Us Foundever is one of the worlds leading customer experience (CX) companies, delivering outsourced sales, technical support, customer service, and other business processes for many of the worlds largest brands. Foundever securely connects brands with their customers millions of times each day in more than 60 languages, supported by approximately 150,000 associates across 45 delivery countries.Job Summary The Director of the IT Vendor Management Office (VMO) is a strategic commercial leader who both sets the direction of Foundevers global IT vendor management capability and personally drives its execution. As the single point of accountability between IT and its external suppliers, this leader owns the end-to-end commercial, performance, and governance relationship across the global IT vendor portfolio software, cloud, telecommunications, hardware, infrastructure, and technology services, with the deepest hands-on ownership in infrastructure and telecom. The Director will stand up the operating model and get hands on the work: leading major negotiations, running renewals as deliberate leverage events, enforcing service levels, and holding vendors accountable for outcomes. Partnering with IT, Finance, Procurement, Legal, Information Security, and business stakeholders, this leader optimizes technology spending, improves vendor performance, reduces commercial and operational risk, and ensures every third-party investment delivers measurable business value translating it all into clear executive recommendations tied to P&L impact.Primary Job Responsibilities VMO Operating Model & Governance Own the model. Design, stand up, and run Foundevers global IT VMO operating model decision rights, policies, approval workflows, governance forums, and executive escalation paths then drive adoption across IT. Set the standards. Establish consistent standards for vendor selection, onboarding, contracting, performance management, renewal, risk, and offboarding, including commercial, technical, security, and redundancy reviews. Tiered governance. Run a tiered vendor-management framework executive business reviews for strategic partners, operational reviews for the rest with clear governance for strategic, preferred, and transactional vendors. Build the team. Develop a high-performing VMO team and strengthen vendor-management capability across IT, building cost transparency by vendor, category, technology function, region, and cost center. Technology Spend & Portfolio Optimization Full visibility. Establish comprehensive visibility into global third-party IT spend, contractual commitments, consumption, utilization, and total cost of ownership. Hunt waste. Assess the portfolio to eliminate overlapping technologies, duplicate licenses, unused subscriptions, shelfware, fragmented purchasing, and unfavorable terms. Rationalize. Develop and execute multi-year vendor and technology rationalization plans that reduce cost while protecting service performance and business continuity. Prove it. Track negotiated savings, cost avoidance, realized benefits, and forward commitments in partnership with IT Finance, and feed clear vendor-spend analysis into annual planning, budgeting, forecasting, and cost-transformation. Infrastructure & Telecommunications Cost Management Own the estate. Provide commercial oversight and hands-on management across telecom and infrastructure connectivity, voice, carrier agreements, colocation, hosting, hardware, maintenance, and site-level services. Optimize consumption. Run portfolio reviews to surface underutilized services, redundant circuits, aging contracts, fragmented spend, and rate-optimization opportunities; partner with Network, Telecom, Cloud, and Infrastructure leaders to consolidate demand. Lead the deals. Lead carrier and service-provider negotiations using market benchmarks, competitive alternatives, and Foundevers global purchasing scale. No surprises. Maintain forward-looking visibility into contract expirations, notice periods, minimum commitments, and renewals to prevent unplanned auto-renewals. Vendor Commercial & Contract Management Drive negotiations. Lead commercial management of major IT vendor relationships sourcing, renewals, pricing negotiations, benchmarking, contract restructuring, and competitive evaluations. Contract lifecycle. Establish a contract lifecycle-management process and centralized inventory covering intake, approval, execution, obligations, pricing commitments, renewals, notice periods, risks, and termination. Every renewal is a decision. Treat major renewals as deliberate, leverage-driven events reassessing requirements, consumption, vendor performance, competitive alternatives, and commercial structure. No autorenewals, no lapses. Playbooks. Develop commercial standards and negotiation playbooks covering pricing, volume flexibility, product