The Information Technology Department is responsible for providing technology solutions that contribute to the achievement of BCI's vision and long-term goals. The department manages the Corporation's business applications and information technology infrastructure, providing support to a large group of financial professionals. The IT Department is also responsible for authoring IT-related directives and conducting disaster recovery planning to minimize risk to the Corporation's delivery of investment services.
Reporting to the Senior Manager, IT Account Management, the IT Account Manager is responsible for the relationship between the IT Department and assigned internal business client accounts. The IT Account Manager works closely with business clients to understand their goals and objectives and collaborates with other teams to develop and deliver IT-business roadmaps. S/he proposes IT projects that advance business goals and objectives and manages the staff who develop the analyses and business cases that support IT project selection and prioritization.
Knowledge of the investment management industry and related business trends
Effective performers act with the future in mind. They plan for and make decisions within the framework of the organization's strategic intent. They know and understand the factors influencing strategy. They consider future impact when weighing decisions.
Effective performers are skilled at directing, persuading, and motivating others. They are able to flex their style to direct, collaborate, or empower as the situation requires. They have established a personal power base built on mutual trust, fairness, and honesty.
Organization & Planning
Effective performers have strong organizing and planning skills that allow them to be highly productive and efficient. They manage their time wisely and effectively prioritize multiple competing tasks. They follow through on tasks to ensure changes in technology are communicated effectively.
Effective performers maintain appropriate focus on outcomes and accomplishments. They are motivated by achievement and persist until the goal is reached. They convey a sense of urgency to make things happen. They respect the need to balance short- and long-term goals. They are driven by a need for closure.
Effective performers recognize the value of continuous information exchange and the competitive advantage it brings. They actively seek information from a variety of sources and disseminate it in a variety of ways. They take responsibility for ensuring that their people have the current and accurate information needed for success.
Effective performers recognize that conflict can be a valuable part of the decision-making process. They are comfortable with healthy conflict, and support and manage differences of opinion. They thwart destructive competition or friction and use consensus and collaboration to debate and resolve issues.
Effective performers are adaptable. They embrace needed change and modify their behaviour when appropriate to achieve organizational objectives. They are effective in the face of ambiguity. They understand and use change management techniques to help ensure smooth transitions.
Effective performers see the organization as a series of integrated and interlocking business processes. They understand how their work connects with and affects other areas of the organization.
Effective performers establish and proactively maintain a broad network of relationships (e.g. colleagues, co-workers, vendors, suppliers, etc.). They value these relationships and work effectively across the organization by maintaining positive working relationships with peers and others.