Who We Are

The Middle East IT Service Manager is the face of Tech@BCG in a key market for BCG. Spanning Dubai, Riyadh, Doha, Abu Dhabi, and Kuwait, this role is not a back-office function: it is the primary connection between a demanding regional business and the global IT organisation. Local business leadership knows this person by name, calls them first, and relies on them to make technology work.

The role sits at the intersection of the local business and the IT function. It owns regional IT service delivery end to end, manages senior stakeholder relationships, feeds office demand and business feedback into the IT organisation, and ensures that what is built and delivered globally actually works for the Middle East. The person in this role represents the business to IT, and IT to the business.

In practice, this means running a tight operation, governing vendors and contracts with discipline, driving a sustained shift towards automation and AI-enabled support, and always knowing what the numbers are telling you. It requires someone equally comfortable in a service review and a conversation with a Managing Director, who understands that trust with the business is the foundation everything else is built on.

Beyond operations, this role demands a genuine people leader. Someone who invests in their team, listens before they act, and creates an environment where people do their best work. Within the broader EMESA IT Service community, this person is a collaborative and engaged peer: sharing what works, supporting colleagues across other regions, and contributing to a function that is stronger because its leaders work well together. If you lead with integrity, bring others with you, and take the success of the team as seriously as your own, this role is for you.

What You'll Do

• Stakeholder Relationships & Business Partnering
• Serve as the primary point of contact for local business leadership across all Middle East offices as the face of Tech@BCG in the region
• Actively manage senior stakeholder relationships, building trust with office leadership and ensuring IT is seen as a partner, not a utility
• Capture, consolidate, and feed local business demand and feedback into the global IT organisation and translating office needs into inputs the IT function can act on
• Own the senior escalation path for critical incidents and high-impact service events, and maintain playbooks for executive support and key office moments
• Capacity & Financial Management
• Ensure regional capacity is managed in line with global and functional targets, escalating deviations and translating business demand into resourcing inputs for the IT organisation
• Build cost-to-serve visibility at office level to support data-led conversations with both local leadership and global IT
• Challenge and reduce local service deviations where demand doesn’t justify them
• Drive the shift from human-touch support to automation and self-service. This is a direction of travel, not a one-off project
• Automation & AI-Enabled Support
• Set and own targets for no-contact and low-contact resolution rates across the region
• Build out self-service capabilities for high-frequency, routine requests: if a human is handling it repeatedly, it should be automated
• Embed AI-assisted triage and resolution tooling into local support workflows
• Maintain a live automation backlog and convert repeat demand into scalable workflows systematically
• Improve ticket and knowledge quality to cut engineering escalations and break the cycle of recurring incidents
• Security, Compliance & Resilience
• Ensure secure fulfilment patterns are embedded in all service workflows, not treated as a separate workstream
• Enforce compliance with device management, access control, and privileged support standards
• Minimise operational risk through disciplined change management and resilience practices
• Partner closely with ISRM: regional security posture is a shared responsibility and I expect you to own your side of i
• 
  

Who We Are

The Middle East IT Service Manager is the face of Tech@BCG in a key market for BCG. Spanning Dubai, Riyadh, Doha, Abu Dhabi, and Kuwait, this role is not a back-office function: it is the primary connection between a demanding regional business and the global IT organisation. Local business leadership knows this person by name, calls them first, and relies on them to make technology work.

The role sits at the intersection of the local business and the IT function. It owns regional IT service delivery end to end, manages senior stakeholder relationships, feeds office demand and business feedback into the IT organisation, and ensures that what is built and delivered globally actually works for the Middle East. The person in this role represents the business to IT, and IT to the business.

In practice, this means running a tight operation, governing vendors and contracts with discipline, driving a sustained shift towards automation and AI-enabled support, and always knowing what the numbers are telling you. It requires someone equally comfortable in a service review and a conversation with a Managing Director, who understands that trust with the business is the foundation everything else is built on.

Beyond operations, this role demands a genuine people leader. Someone who invests in their team, listens before they act, and creates an environment where people do their best work. Within the broader EMESA IT Service community, this person is a collaborative and engaged peer: sharing what works, supporting colleagues across other regions, and contributing to a function that is stronger because its leaders work well together. If you lead with integrity, bring others with you, and take the success of the team as seriously as your own, this role is for you.

What You'll Do

• Stakeholder Relationships & Business Partnering
• Serve as the primary point of contact for local business leadership across all Middle East offices as the face of Tech@BCG in the region
• Actively manage senior stakeholder relationships, building trust with office leadership and ensuring IT is seen as a partner, not a utility
• Capture, consolidate, and feed local business demand and feedback into the global IT organisation and translating office needs into inputs the IT function can act on
• Own the senior escalation path for critical incidents and high-impact service events, and maintain playbooks for executive support and key office moments
• Capacity & Financial Management
• Ensure regional capacity is managed in line with global and functional targets, escalating deviations and translating business demand into resourcing inputs for the IT organisation
• Build cost-to-serve visibility at office level to support data-led conversations with both local leadership and global IT
• Challenge and reduce local service deviations where demand doesn’t justify them
• Drive the shift from human-touch support to automation and self-service. This is a direction of travel, not a one-off project
• Automation & AI-Enabled Support
• Set and own targets for no-contact and low-contact resolution rates across the region
• Build out self-service capabilities for high-frequency, routine requests: if a human is handling it repeatedly, it should be automated
• Embed AI-assisted triage and resolution tooling into local support workflows
• Maintain a live automation backlog and convert repeat demand into scalable workflows systematically
• Improve ticket and knowledge quality to cut engineering escalations and break the cycle of recurring incidents
• Security, Compliance & Resilience
• Ensure secure fulfilment patterns are embedded in all service workflows, not treated as a separate workstream
• Enforce compliance with device management, access control, and privileged support standards
• Minimise operational risk through disciplined change management and resilience practices
• Partner closely with ISRM: regional security posture is a shared responsibility and I expect you to own your side of i
•