Head of L&H – Transversal Services / Platforms

Leadership of transversal engineering and platform capabilities

Lead the shared platform and transversal services portfolio across cloud platform engineering, frontend foundations, digital experience, and L2 operational support.

Provide clear direction, priorities, and operating discipline across geographically distributed teams and external/internal contributors.

Ensure these capabilities are run as strategic internal platforms and services, not as fragmented technical sub-teams.

Build a strong leadership bench across platform engineering, developer experience, support operations, and shared framework ownership.

Platform strategy and technology direction Define and execute a clear target vision for shared engineering platforms and transversal services supporting Life & Health.

Translate business and technology priorities into platform roadmaps, investment choices, sequencing decisions, and measurable outcomes.

Ensure common services are designed for reuse, scale, resilience, security, and efficiency.

Contribute actively to the broader L&H and SDS technology strategy as a member of the CTO leadership team.

Cloud platform and platform engineering leadership Oversee the evolution of the DSCP platform as a modern multi-cloud engineering platform leveraging infrastructure-as-code, Terraform, and managed/PaaS capabilities.

Ensure the platform operating model supports secure onboarding, reusable components, guardrails, observability, and production readiness.

Drive alignment between platform architecture, cloud governance, security requirements, and delivery team enablement.

Promote shared standards for platform modules, deployment patterns, environment provisioning, and lifecycle management.

Frontend framework, design system, and AI-enabled SDLC Lead the shared frontend framework capability as a strategic enabler for consistency, speed, accessibility, and maintainability across products.

Ensure alignment with the SCOR Design System , shared component models, and modern frontend engineering standards.

Drive the evolution of AI-enabled frontend and development workflows, including the integration of design, documentation, task management, and engineering execution where they create real value.

Strengthen the role of shared frontend capabilities as a bridge between design, engineering, and product delivery.

Digital Experience, developer tooling, and productivity services Oversee the Digital Experience agenda across developer tooling, platform enablement, digital workplace support, Mac lifecycle management, Atlassian ecosystem enablement, FinOps-related enablement, and internal engineering productivity.

Improve the quality, simplicity, and scalability of the internal technology experience for engineers and related teams.

Standardize tooling and workflows where beneficial, while reducing friction, duplication, and operational overhead.

Ensure internal tooling and productivity services support secure, compliant, and high-velocity engineering work.

Operational support excellence and SLA-driven service management Lead the evolution of L2 operational support capabilities toward a more mature, transparent, and performance-driven support model.

Strengthen incident, request, escalation, and service support practices in line with agreed SLAs and operational expectations.

Improve production readiness, service observability, support handoffs, and operational governance.

Drive standardisation of support metrics, issue prevention, and continuous service improvement.

AI, automation, and efficiency at scale Promote practical and disciplined use of AI to improve platform engineering, service operations, developer productivity, internal support, and workflow automation.

Identify high-value use cases for automation and AI-assisted operations, such as audit support, support automation, engineering enablement, documentation, and workflow orchestration.

Ensure AI adoption is governed, measurable, and integrated into sustainable operating practices rather than treated as experimentation alone.

Drive a culture where teams use automation to remove repetitive work and focus on higher-value engineering and operational outcomes.

Financial discipline, vendor management, and platform economics Bring strong oversight to platform cost management, tooling spend , cloud/platform economics, and vendor/service trade-offs.

Work closely with relevant stakeholders on FinOps-related transparency, cost allocation, and consumption optimisation .

Ensure platform and transversal services are run with sound economics, clear ownership, and value-oriented prioritisation .

Manage strategic external partners and internal service dependencies with clear accountability and outcome focus.

Cross-team integration and engineering coherence Work closely with the Heads of Engineering and other technology leaders across L&H and SCOR to ensure transversal services actively enable—not slow down—delivery.

Connect platform engineering, frontend foundations, tooling, workplace, and support capabilities into one coherent internal platform strategy.

Eliminate fragmentation, duplicated tooling patterns, and local optimisations that damage scale or maintainability.

Help establish best-in-class engineering practices across shared services and platform domains.