Title: Director, AI & Data Transformation Office (DTC PMO)
Business Unit: TKO Group Holdings
Location: Flexible (hybrid preferred; aligned to executive cadence)
Reports To: SVP, AI & Data Transformation
Key Partners: Strategy, Technology, Data/Analytics, Finance, Legal, HR, Functional leaders
Position Summary
This is a strategic transformation leadership role responsible for operationalizing TKO’s Data & AI strategy into measurable business outcomes through a disciplined enterprise operating cadence. The Director will lead the governance, operations, and delivery of core forums to ensure alignment, transparency, and effective decision-making across data, technology, and business stakeholders. The Director will establish and continuously improve key governance, operational, and management processes needed to accelerate TKO’s Data & AI transformation agenda, including a robust “front door” intake and prioritization mechanism, streamlined interfaces with adjacent corporate governance processes, and mechanisms for providing portfolio transparency and value realization discipline (ROI + adoption) across initiatives spanning WWE, UFC, PBR, IMG, and On Location. Focuses on data/AI and material or cross-BU technology initiatives; routine IT requests route through standard IT processes.
Responsibilities
1) DTC Operations
The Data & Technology Council (DTC) is TKO's enterprise governance forum for Data & AI — the body through which initiatives are reviewed, prioritized, and tracked to outcome. The Director owns the operational infrastructure that makes the DTC effective
Own the end-to-end DTC operating rhythm (monthly/quarterly cadences, sub-forums as needed), ensuring each forum produces clear decisions, accountable owners, and measurable follow-through.
Partner with the DTC Chairs and enterprise leadership to shape agendas that are outcomes-forward (value, adoption, risk, dependencies, resourcing), not informational updates.
Establish high-quality standards for pre-reads, decision memos, and meeting outputs; maintain action and decision logs with rigorous closure discipline.
Serve as the “control tower” for escalation: surface tradeoffs, unresolved risks, and cross-BU dependencies early with clear options and recommendation.
Act as the connective tissue between executive leadership, shared services, business unit leadership, and operational teams, ensuring effective communication and flow of information between stakeholder groups to accelerate data & AI transformation across the business.
Help foster a culture of transparency, accountability, and collaboration across the organization when it comes to data & AI initiatives.
2) Portfolio Orchestration & Value realization
Institutionalize a value-based prioritization approach grounded in business strategy alignment, impact, feasibility, and adoption; ensure every priority initiative has explicit success metrics and an outcome owner.
Own and continuously improve the enterprise intake and triage mechanism for data/AI requests (the “front door”), including categorization, routing, prioritization readiness, and throughput management.
Build a single, coherent view of the data/AI portfolio -including pipeline, in-flight initiatives, and delivery health -across business units and shared services.
Provide standardized framework for intake artifacts - problem statement, strategic alignment with business goals, scope, dependencies, KPI outcomes, governance checkpoints) so proposals are comparable and decision-ready.
Drive stakeholder alignment across BU sponsors, delivery teams, and functional partners to avoid duplicated effort and ensure coordinated execution.
Partner with Finance and initiative owners to improve business case quality and ensure benefits assumptions are defensible and measurable.
Track initiative financials at a high level in partnership with Finance and initiative owners (budget, forecast, actuals; CapEx/OpEx; vendor spend), and surface variances, risks, and decision points early.
Establish a lightweight standard set of portfolio metrics (schedule/throughput, scope stability, resourcing, risk/compliance checkpoints) so delivery health is comparable across initiatives and BUs.
3) Strategic Enablement and Continuous Improvement
Drive continuous improvement of the transformation operating model through retrospectives, process automation, and tooling modernization.
Help shape use-case roadmaps and sequencing (quick wins vs. foundations), ensuring the portfolio reflects enterprise priorities and transformation dependencies.
Support executive narrative development for leadership updates, SteerCo materials, and board-ready progress reporting where required.
Identify opportunities to apply enterprise AI capabilities to improve governance throughput (e.g., automated intake enrichment, pre-read synthesis, action tracking, and insight generation) while maintaining appropriate controls and auditability.
Collaborate with internal teams to ensure alignment and effective interfaces with relevant corporate governance processes (e.g., procurement, investment approval, etc.)
The Person (Qualifications)
Required Qualifications
5-8 years of experience in management consulting, corporate strategy, transformation office/PMO leadership, or enterprise portfolio management roles with measurable outcomes delivered.
Demonstrated track record running executive governance cadences that drive decisions, accountability, and cross-functional execution in complex matrixed organizations.
