Director of Information Technology

SummaryThe Director of IT is responsible for leading the IT team, supporting corporate and restaurant technology, with a focus on building a more efficient, stable, and standardized IT environment. This role will drive root-cause problem solving, systems hardening, automation, and operating cadence improvements that reduce overall ticket volume and prevent recurring issues. (Please no calls or emails from staffing companies) Essential Functions and Key Position Accountabilities IT Operations & ReliabilityOwn day-to-day IT operations across both restaurant and corporate environments, ensuring consistent performance, uptime, and support coverage.Lead the transition from reactive support to a proactive, systems-driven IT operating model focused on stability and prevention.Establish and enforce structured support processes (intake, triage, escalation, SLAs, on-call coverage).Restaurant Technology & Field OperationsEnsure reliability and standardization of all restaurant technology (POS, networking, hardware, integrations).Define and enforce store-level standards (networking, cabling, hardware configurations, readiness checklists).Partner with operations to proactively identify and resolve technology friction impacting restaurant performance.Corporate IT & End-User ExperienceOwn corporate IT systems, including endpoint management, identity and access management, collaboration tools, and SaaS platforms.Ensure a high-quality end-user experience for corporate employees through reliable systems and responsive support.Implement automation and self-service capabilities to improve efficiency and reduce manual support needs.Systems, Security & InfrastructureLead systems hardening efforts across all environments to improve reliability, security, and repeatability.Ensure appropriate security controls are in place (access controls, patching, device management, vendor risk awareness).Maintain accurate system inventories, documentation, and lifecycle management processes.Vendor Management & Cost OptimizationOwn relationships with IT vendors and service providers, ensuring accountability for performance and outcomes.Evaluate tools and systems for consolidation opportunities and cost efficiency.Partner with leadership to manage IT spend effectively while improving service quality.Process, Change Management & Continuous ImprovementEstablish QA and change management practices for all IT-impacting changes (testing, rollout, validation, backout plans).Drive root cause analysis and permanent resolution of recurring issues.Track and report on key performance metrics (ticket trends, uptime, incident recurrence, service costs).Leadership & Team DevelopmentLead, coach, and develop the IT team with clear expectations, accountability, and performance management.Build a culture of ownership, urgency, and continuous improvement.Align team priorities with company objectives and operational needs.Strategic PartnershipPartner with the CEO and CTO to prioritize IT initiatives and align technology with business goals.Support evaluation and implementation of new systems and capabilities that improve operational performance.Other duties as assigned.Minimum Qualifications7–12+ years of IT experience, including 3–5+ years leading IT operations in a multi-site environment (restaurant, retail, or similar)Proven track record of reducing ticket volume and improving system reliability through standardization, automation, and root-cause resolutionExperience owning both field/operational IT (e.g., stores, locations) and corporate IT (endpoints, SaaS systems, internal support)Strong leadership ability with experience managing teams, setting priorities, and driving accountability in fast-paced environmentsSolid understanding of IT infrastructure fundamentals, including networking, endpoint management, and cloud/SaaS systemsExperience managing vendors and evaluating systems for performance, scalability, and cost efficiencyAbility to translate business needs into practical technology solutions and communicate effectively with both technical and non-technical stakeholders