Description

Location: Netherlands, UK, or US – Remote
Open to candidates in any country where Mercy Corps is registered and able to employ staff.
Applicants must hold independent right to work for the country of hiring.  

About Mercy Corps
Mercy Corps is a leading global organization powered by the belief that a better world is possible. 
In disaster, in hardship, in more than 40 countries around the world, we partner to put bold solutions into action — helping people triumph over adversity and build stronger communities from within. Now, and for the future.

• Establish a clear, evidence-based understanding of Mercy Corps’ current digital maturity, including how maturity varies across functions, regions, and country operating contexts 
• Identify material vulnerabilities, risks, opportunities, and stabilization priorities, including those arising from fragmented tools, duplicated capabilities, uneven support capacity, and misaligned decision-rights 
• Clarify short-term decision points and strategic options for executive consideration, including where enterprise standards and governance are needed to enable speed without creating unmanaged risk. 
• Provide a recommended sequenced set of immediate next steps (0–6 months) that improve enterprise alignment, reduce exposure, and accelerate coordinated delivery across functions and geographies.
• Equip the incoming CTO with a clear technical starting brief, including a consolidated view of core platforms, integration dependencies, current delivery capacity, and the most consequential alignment and ecosystem decisions to address in the first year. 

Scope of Work 

• Map decision-rights, governance forums, and escalation paths for enterprise platforms, regional/country solutions, and program technologies.
• Assess the extent to which standards and guardrails enable aligned execution versus creating fragmentation or shadow solutions 

• Baseline enterprise platforms and major systems, with attention to interoperability, integration dependencies, identity/access patterns, and lifecycle/ownership clarity.
• Identify where multiple tools or platforms deliver similar outcomes across functions/regions and assess consolidation or rationalization opportunities.

• Assess delivery capacity and capability distribution across HQ, regions, and countries (roles, skills, coverage, and operating rhythms).
• Evaluate service management maturity and “ways of working” across teams to identify opportunities for more integrated, globally distributed delivery.
• Conduct a high-level assessment of the organization's enterprise technology ecosystem to evaluate how well current systems support the future operating model. 
• Identify opportunities to strengthen integration across Finance, HR, IT and other corporate functions, streamline processes, strengthen data and reporting capabilities, and establish priorities for future technology investment.

• Assess risk posture across HQ/region/country contexts, including coverage gaps (policies, controls, monitoring, incident readiness) and high-risk operating realities.
• Identify areas where uneven practices or local workarounds increase enterprise risk.

• Assess data governance maturity, data quality, stewardship/accountability, and the extent to which analytics supports decision-making consistently across functions and regions.
• Identify priority opportunities to standardize core data definitions and enable cross-enterprise reporting.

• Assess infrastructure fitness across varied operating environments (including connectivity constraints), endpoint standards, identity and device management, and business continuity readiness.
• Identify high-impact opportunities to simplify and standardize while maintaining local relevance.
• Work with key stakeholders to assess optimal approach to migrate servers currently housed in Portland office building.
• Deliverable: Diagnostic summary report and overview for ELT.

• Critical vulnerabilities requiring immediate action.
• Operational fragilities that threaten business continuity.
• Governance gaps creating exposure.
• Key misalignments across functions/geographies (e.g., duplicated tooling, inconsistent processes, uneven support coverage) and practical steps required to restore alignment.
• “Quick wins” that build confidence and momentum

• Executive heat map (red / amber / green by domain)
• Top 5–10 stabilization actions and indicative cost and resource implications.

• Articulate 2–3 high-level future operating model pathways, including opportunities for efficiency gains, including but not limited to outsourcing and offshoring.
• Clarify trade-offs and implications associated with different options.
• Outline capability and sequencing considerations.
• Identify key financial considerations.

• Decision framing memo for ELT.
• Recommended priority areas for first 12 months of permanent CTO tenure

D. CTO Onboarding Brief
Prepare a structured transition pack for the incoming CTO including:

• Diagnostic summary.
• Risk register.
• Suggested immediate priorities.
• Known constraints and opportunities.
• Early stakeholder map.
• Options to diversify and strengthen the global IT ecosystem, including delivery model choices, vendor/partner landscape, and recommendations to reduce single points of dependency).
• Other materials which have been identified as relevant and useful.

Accountability to Participants and Stakeholders
Mercy Corps team members are expected to support all efforts toward accountability, specifically to our program participants, community partners, other stakeholders, and to international standards guiding international relief and development work. We are committed to actively engaging communities as equal partners in the design, monitoring and evaluation of our field projects.

Living Conditions / Environmental Conditions
This is a remote position based in the selected candidate's country of permanent residence and may require up to 25% international travel, which may include travel to insecure locations where freedom of movement is limited and areas where amenities are limited.

Ongoing Learning
In support of our belief that learning organizations are more effective, efficient and relevant to the communities we serve, we empower all team members to dedicate 5% of their time to learning activities that further their personal and/or professional growth and development

Team Engagement and Effectiveness 
Achieving our mission starts with how we build our team and collaborate. By bringing together individuals with a variety of experiences, backgrounds, and perspectives, we strengthen our ability to solve complex challenges and drive innovation. We foster a culture of trust and respect, where every team member is valued for their contributions, empowered to reach their full potential, and motivated to do their best work.
We recognize that building a strong and effective team is an ongoing process, and we remain committed to learning, improving, and growing together.

Equal Employment Opportunity 
Mercy Corps is an equal opportunity employer committed to providing equal employment opportunities to all employees and qualified applicants for employment without regard to race, color, sex, sexual orientation, religion or belief, national origin, age, disability, marital status, veteran status, or any other characteristics protected under applicable law.

Disclaimer: The use of AI technologies will not be permitted during online interviews. This includes, but is not limited to, AI‑generated responses, virtual assistants, real‑time transcription or summarization tools, automated scripts, or any system that provides real‑time prompts or recommendations. This reflects Mercy Corps’ commitment to equitable hiring practices, equal opportunity, and a level playing field for every candidate. Candidates who require the use of AI-assisted tools as a reasonable accommodation for a disability are encouraged to submit a request to their recruiter prior to their interview. Mercy Corps will review all such requests and work with candidates to identify appropriate accommodations in accordance with applicable law.

Safeguarding & Ethics
Mercy Corps is committed to ensuring that all individuals we come into contact with through our work, whether team members, community members, program participants or others, are treated with respect and dignity. We are committed to the core principles regarding prevention of sexual exploitation and abuse laid out by the UN Secretary General and IASC and have signed on to the Interagency Misconduct Disclosure Scheme. We will not tolerate child abuse, sexual exploitation, abuse, or harassment by or of our team members. As part of our commitment to a safe and inclusive work environment, team members are expected to conduct themselves in a professional manner, respect local laws and customs, and to adhere to Mercy Corps Code of Conduct Policies and values at all times. Team members are required to complete mandatory Code of Conduct elearning courses upon hire and on an annual basis.

As an applicant, if you witness or experience any form of sexual misconduct during the recruitment process, please report this to Mercy Corps Integrity Hotline ([email protected]).