Job DescriptionThe Consultant -SIAM & Vendor Governance leads service integration and vendor governance across the Client technology ecosystem, coordinating 40+ vendors, OEMs, subcontractors, and internal teams.
The role ensures SLA/OLA compliance, monitors service performance, identifies risks, drives corrective actions, and manages escalations to protect service continuity and commercial outcomes. It provides independent, evidence-based governance without replacing technical, Legal, Procurement, Commercial, or Finance ownership.
ResponsibilitiesRole Purpose:
The Consultant - SIAM & Vendor Governance is the senior operational authority for service integration and provider accountability across the Client technology-services ecosystem. The role coordinates more than 40 vendors, OEMs, subcontractors and internal delivery teams into one governed service model, with clear obligations, interfaces, measures, handoffs and escalation paths.
The role protects end-to-end service performance by translating contracts, SLAs, OLAs and underpinning agreements into measurable operating controls. It is accountable for early identification of breach risk, defensible performance evidence, corrective action, escalation and disciplined closure, particularly where service failures may create customer penalties, operational disruption or material commercial exposure.
The role does not replace technical tower ownership or the formal authority of Legal, Procurement, Commercial or Finance. It provides independent, evidence-based governance and ensures every provider remains accountable for its contribution to Client service outcomes.
Key Accountabilities And ResponsibilitiesSIAM Operating Model and Governance
- * Operate and continuously improve the approved SIAM model across client, malomatia, internal delivery teams and all external providers.
- Maintain the provider map, service and tower model, governance calendar, decision rights, RACI, escalation matrix and retained-capability boundaries.
- Chair strategic, tactical and operational provider-governance forums within delegated authority.
- Ensure every forum produces decisions, accountable actions, owners, due dates, risk treatment and closure evidence.
- Apply consistent governance to internal and external providers and prevent conflicts of interest or unsupported exceptions.
Vendor Obligations and Commercial Protection
- * Create and maintain a consolidated obligations register covering contracts, SLAs, OLAs, underpinning agreements, warranties, support entitlements, reporting duties and escalation requirements across more than 40 providers.
- Map provider obligations to MATAR commitments so gaps, overlaps, dependencies and potential penalty exposure are visible before service impact occurs.
- Track renewals, expiries, end-of-support, licences, warranties, spares and critical dependencies with accountable owners and advance escalation.
- Prepare evidence for service credits, remedies, notices, disputes, claims and corrective commercial action in coordination with Legal, Procurement, Commercial and Finance.
- Ensure deliverables and corrective actions are accepted only when supported by objective evidence.
SLA, OLA and Performance Governance
- * Own the provider performance framework, including metric definitions, data sources, calculation rules, exclusions, service windows and evidence standards.
- Design and maintain provider scorecards covering contractual SLA attainment, OLA performance, quality, responsiveness, risk, collaboration and improvement delivery.
- Reconcile provider-level performance with end-to-end customer outcomes and challenge metrics that appear compliant while the service outcome is failing.
- Identify leading indicators, deterioration, repeated breaches and penalty risk; require time-bound recovery or service-improvement plans.
- Validate the accuracy, completeness and auditability of performance data before submission to client or executive governance.
End-to-End Service Integration
- * Define and govern cross-provider interfaces for incident, major incident, problem, change, event, request, knowledge, service level, asset, configuration and continual improvement.
- Maintain an interface catalogue documenting triggers, inputs, outputs, ownership, performance expectations, failure modes and monitoring controls.
- Prevent provider-to-provider deflection by enforcing clear handoffs, restoration ownership and escalation rules.
- Coordinate rapid multi-provider action during major incidents and complex problems while preserving accountable technical ownership.
- Drive permanent correction of recurring interface, handoff, data and collaboration failures.
Provider Onboarding and Service Acceptance
- * Define provider onboarding requirements for contacts, access, tools, CMDB and asset data, documentation, knowledge, escalation, reporting, continuity and security.
- Validate that vendor obligations, inputs, dependencies and acceptance criteria are represented in mobilization and readiness plans.
- Identify onboarding gaps early and escalate risks that may prevent service acceptance or stable operations.
- Support controlled offboarding, replacement and scope transfer, protecting knowledge, access, asset, licence, data and service continuity requirements.
Major Incident, Problem and Change Governance
- * Ensure multi-provider major-incident bridges include the correct decision makers, technical participants, communications route and escalation authority.
- Track provider actions through restoration, evidence preservation, root-cause analysis, corrective action and post-incident closure.
- Govern multi-provider problem investigations and prevent unresolved ownership across providers or towers.
- Ensure cross-provider changes are dependency-checked, impact-assessed, tested, scheduled, communicated and supported by rollback and operational-readiness evidence.
- Escalate provider behavior or weak controls that increase airport operational risk, SLA exposure or potential client penalties.
Risk, Continuity, Security and Compliance
- * Maintain supplier, concentration, dependency and service-integration risks within the appropriate risk registers.
- Track provider compliance with security, airport access, data handling, confidentiality, continuity, disaster recovery, audit and regulatory obligations within assigned scope.
- Ensure continuity arrangements address provider dependencies, support entitlements, alternate escalation paths and critical single points of failure.
- Coordinate closure of supplier-related audit findings, control gaps and non-conformities with defensible evidence.
Tooling, Data and Executive Reporting
- * Define the authoritative service-management data required from each provider and establish data-quality and reconciliation controls.
- Coordinate ITSM, CMDB, monitoring, reporting and collaboration interfaces with platform owners and architects.
- Ensure consistent service identifiers, priorities, timestamps, ownership, cause and closure information across provider records.
- Produce concise governance reporting that clearly shows SLA exposure, penalty risk, chronic underperformance, disputed measures, overdue corrective actions and decisions required.
- Maintain a defensible audit trail for obligations, performance, escalations, approvals, disputes and closure evidence.
Continual Improvement and Provider Value
- * Maintain a cross-provider improvement register covering service quality, integration, automation, data, process, cost and collaboration opportunities.
- Prioritize improvements using customer impact, airport criticality, SLA and penalty exposure, effort, dependency and measurable value.
- Require providers to deliver improvement commitments and lessons learned, not only reactive incident resolution.
- Track approved improvements through delivery, benefit validation and operational adoption.
QualificationsMandatory Selection Criteria
- * Minimum 12 years of progressive IT service-management, managed-services or supplier-governance experience, including at least 6 years leading SIAM, service integration or strategic multi-vendor governance.
- Demonstrated governance of a large provider ecosystem, preferably 20 or more vendors, across shared end-to-end services. Evidence of comparable complexity may be accepted where the exact provider count differs.
- Proven ability to translate contracts, SLAs, OLAs and underpinning agreements into obligation registers, operating controls, scorecards, escalation thresholds and corrective-action plans.
- Demonstrated experience managing material SLA exposure, repeated breaches, service credits, client penalties or other commercial consequences, with defensible evidence and timely escalation.
- Hands-on leadership of provider performance reviews, executive escalations, service-improvement plans and recovery of underperforming suppliers.
- Strong practical knowledge of ITIL 4 practices across incident, major incident, problem, change, service level, configuration, knowledge, continuity and continual improvement.
- Proven experience governing cross-provider interfaces, complex dependencies, major incidents and chronic ownership disputes in a 24x7 environment.
- Strong data and reporting capability, including scorecard design, SLA calculations, trend analysis, reconciliation and executive-level presentation of risk and performance.
- Commercial and contractual awareness sufficient to work effectively with Legal, Procurement, Commercial and Finance on remedies, disputes, renewals and claims without assuming their formal authority.
- Bachelor’s degree in Computer Science, Information Technology, Engineering, Business, Supply Chain or a related discipline.
- Fluent professional English, written and spoken, with strong facilitation, negotiation and executive communication skills.
Strongly Preferred
- * Leadership experience in aviation, airport technology, transportation, critical national infrastructure, utilities, telecommunications, banking or another high-availability, penalty-sensitive 24x7 environment.
- Direct airport-operations experience is advantageous but not mandatory where the candidate demonstrates comparable scale, operational criticality, multi-vendor complexity, SLA exposure and disciplined change control.
- Qatar or GCC client, OEM and subcontractor governance experience.
- Experience in a lead-supplier-as-service-integrator or prime-contractor model where internal and external providers must be governed impartially.
- Experience integrating ITSM, CMDB, monitoring and reporting data across provider boundaries.
Required Knowledge And Technical SkillsSIAM and Multi-Provider Governance
- * SIAM ecosystem structures, retained capabilities, service-integrator responsibilities and provider governance models.
- Governance forums, RACI, decision rights, escalation models, service maps, sourcing maps and interface catalogues.
SLA and Contractual Governance
- SLA, OLA and underpinning-contract alignment; metric definitions; exclusions; service windows; credits; penalties; remedies and evidence requirements.
- Obligation registers, entitlement and warranty governance, renewal and lifecycle controls, dispute preparation and corrective-action management.
Service Management
- Practical ITIL 4 application across multi-provider incident, major incident, problem, change, service level, configuration, continuity, knowledge and continual improvement.
- End-to-end service measurement and prevention of local provider optimization at the expense of customer outcomes.
Tooling and Analytics
- Enterprise ITSM, CMDB, monitoring and reporting concepts; BMC Helix/Ru’ya, ServiceNow or equivalent experience is advantageous.
- Advanced Excel and Power BI capability for SLA models, scorecards, trends, breach analysis, penalty exposure and governance reporting.
- Data validation, reconciliation, audit trails and awareness of integration or API dependencies across provider tooling.
Core Competencies
- * Independent and impartial governance
- Professional courage and evidence-based challenge
- Influencing without direct authority
- Contractual and commercial judgment
- Structured negotiation and conflict resolution
- End-to-end service thinking
- Analytical rigor and attention to evidence
- Executive and operational communication
- Risk anticipation and disciplined escalation
- Decisiveness under service and commercial pressure
- Cross-cultural facilitation across multiple organizations
