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Change Management Process Owner

Purpose of the Role

JLL's Enterprise Service Management (ESM) function is hiring a Director-level Change Enablement Process Owner to lead the transformation of Change Enablement from a traditional, gatekeeping change-control function into a modern, service-oriented practice that keeps pace with agile and DevOps application delivery and with enterprise AI adoption — across a Fortune 200 organization of 100,000+ employees.

This is a governance and assurance mandate. The Process Owner is accountable for how change is governed enterprise-wide — the policy, the process design, and consistent compliance to it across in-house teams and managed service provider (MSP) partners — as distinct from the day-to-day scheduling and execution of individual changes, which remains with the Director, Service Transition and the Change Manager. The Process Owner does not personally approve or reject every change; they are accountable for the process every change is required to follow, and hold the standing authority to act when it is not.

The successful candidate brings three things together: deep ITSM/ITIL expertise at enterprise scale, a proven, hands-on track record of using AI and agentic AI to modernize an ITSM function, and the critical thinking to adapt industry frameworks and standards to JLL's specific risk profile and ways of working — rather than applying them by rote.

Key Responsibilities

Authority & Decision Rights

The role carries the authority needed to enforce the process it owns, scoped as follows:

• Policy authority — approve or reject changes to the Change Enablement policy, standards, and approval criteria.

• Compliance enforcement — flag, and require correction of, any change executed outside the defined process — in-house or by an MSP partner.

• Waiver approval — approve process exceptions and waivers, which are time-bound and logged in the exception register.

• Escalation — direct escalation path to the VP, Service Management for unresolved or repeated non-compliance, including by MSP partners, without requiring an intermediary.

• Contract input — mandatory consultation on MSP contract and SOW language relating to change-process compliance, in partnership with the Director, Vendor & Service Excellence, who retains contractual authority.

• Audit access — standing access to change records, CAB minutes, and MSP change logs needed to verify compliance.

Process Governance & Enterprise-wide Compliance

• Policy ownership — own and continuously evolve the enterprise Change Enablement policy, procedure, and standard/normal/emergency change definitions and pre-approval criteria, aligned to ITIL 4 practice guidance.

• Compliance across the estate — hold in-house teams and every MSP partner accountable to the same process, with no exceptions outside a defined, time-bound waiver path that you approve and log.

• Auditing — run periodic process-adherence audits, maintain the non-compliance/exception register, and drive root-cause corrective action for repeated deviations.

• Governance reporting — report process health — compliance rate, exception volume, and trend — to the VP, Service Management and the ESM Steering Committee.

• Cross-process integration — align Change Enablement with Problem Management, Release Management, and CMDB/Configuration Management so risk and impact assessments stay accurate as the practice modernizes.

Stakeholder Engagement & Communication

• Stakeholder alignment — build and maintain alignment across ESM towers, application/product delivery teams, and MSP partners for the Change Enablement process and its modernization roadmap.

• Leadership communication — ensure regular, clear communication with stakeholders and leadership — the VP, Service Management, the ESM Steering Committee, and business stakeholders — on process health, compliance, and modernization progress.

• End-user training — ensure the team develops and maintains training for service management end users so process changes, the standard-change catalog, and new AI-assisted workflows are understood and adopted correctly.

• Value proposition — communicate the value proposition of Change Enablement to the business, articulating how the practice enables faster, safer application delivery rather than simply gating it.

AI-Enabled Change Modernization

• Standard-change expansion — lead the conversion of well-understood, low-risk, high-volume normal changes into preapproved standard changes, and champion CI/CD pipeline integration with the ITSM system of record so code-based application changes are governed without slowing sprint velocity.

• Agentic AI deployment — partner with the Director, ITSM Platform & Automation and the Intelligent Automation Lead to design and deploy AI- and agentic-AI-enabled change workflows — automated risk assessment, autoapproval of low-risk changes, and predictive change-success scoring — with guardrails, approval thresholds, and human-in-the-loop controls appropriate to each risk tier.

• Vendor and capability evaluation — assess ITSM platform and vendor claims of “agentic” capability on their merits, distinguishing genuine goal-directed, reasoning-based automation from rules-based workflows marketed as agentic, and set JLL's standard for what will and won't be automated without human review.

• Auditability — own the audit-trail and explainability requirements for automated or AI-assisted change decisions, so every autoapproval, escalation, or agent action is logged, reviewable, and defensible.

• Outcome measurement — track and report change lead time, change failure rate, percentage of changes executed as standard/automated, and incidents attributable to change, to prove modernization is improving velocity without compromising stability.

Standards, Judgment & Continuous Improvement

• Pragmatic standards application — apply ITIL 4 and related frameworks as guidance to be adapted to JLL's risk profile, culture, and multi-vendor delivery model — not a rulebook to apply unmodified.

• Stakeholder judgment calls — make and defend pragmatic trade-offs between change velocity and control to senior IT and business stakeholders, particularly where application teams' agile/DevOps cadence puts pressure on traditional change governance.

• Continual improvement — own the CSI backlog for the Change Enablement process itself — distinct from individual change outcomes — and use compliance, audit, and KPI data to prioritize it.

• Adoption and culture — address the cultural dimension of modernization directly, ensuring delivery teams experience automation and AI as augmenting the change process rather than adding bureaucracy or replacing their judgment.

Required Experience & Certifications

Professional Experience & Skills

• 10+ years of progressive ITSM experience, including at least 4–5 years owning or leading a Change/Release Management or Change Enablement practice in a large, complex, matrixed enterprise at a comparable scale to JLL.

• Deep working fluency in ITIL 4 practice guidance — particularly Change Enablement, Release Management, Problem Management, and Service Configuration Management — and demonstrated ability to translate that guidance into policy fit for a specific organization rather than applying it verbatim.

• A proven, hands-on track record of using AI and agentic AI to modernize an ITSM function — f