Entirely was built by bringing successful companies together, and each of them arrived with its own infrastructure, tooling and supplier relationships. That is the normal shape of a group at this stage. Today it means separate collaboration tenants, different identity and endpoint standards, some workloads still running on owned or co-located hardware, and a supplier landscape that has grown up company by company.
AWS is the decided target platform. Our product estate already runs there, and our largest single infrastructure cost is already an AWS bill. The question is not which hyperscaler to choose. It is how we move what remains onto AWS, retire what we no longer need, and run the result well.
Several workstreams are already under way and have made real progress, covering tenant consolidation, identity and access, collaboration tooling and supplier rationalization. Cost optimization is being driven by individual product teams alongside their own roadmap commitments. What we do not yet have is one person holding the target state end to end, with the mandate to sequence these strands together and the credibility to be trusted with the estate while it moves.
This is a cost programme and a security programme at the same time. Each datacentre we exit and each duplicated tenant we retire takes out cost and reduces risk in the same move.
How we work
Entirely is a lean group. Teams are small, there is no large central function to delegate into, and we roll our sleeves up when a situation calls for it. You will have a small internal team and access to external partners where they add capacity or specialist skills, so this is a role that sets direction and then stays close to delivery rather than handing it over. Our intention is to own and run our own estate, and to build the internal capability to do that well. We are looking for someone who is comfortable in the detail when the detail matters, and who would rather understand a problem at first hand than receive a summary of it.
The first months
The first months are about visibility before change. That means a clear baseline of the estate, the spend and the contracts behind it: which workloads run where, what each part costs to run, who is paid for what, where supplier concentration sits, and which spend is internal run cost as opposed to professional services we deliver to customers and bill on. From that baseline you agree the target state and the sequencing with the COO, the CFO and the Group CISO, and you shape the internal team on evidence rather than assumption, including whether and when to add a dedicated cloud engineer. Setting the baseline first also gives the group its earliest payback, because the first savings usually sit in plain sight once the picture is complete.
Responsibilities
What you will own- The datacentre and colocation exit: a dated, costed programme that ends at zero. Every remaining workload assessed and given a destination on AWS, in SaaS, or retired, including the decommissioning and the contract exits.
- The AWS landing zone: account structure under AWS Organizations, guardrails, network design, tagging and cost allocation, agreed with the Group CISO and durable as the group continues to come together.
- Migration of the remaining estate: the technical judgement on what can be containerised and lifted, what is better re-platformed onto managed database and messaging services, and what is better retired. Some of it carries compliance deadlines.
- Identity and Zero Trust: moving on from legacy VPN and on-premise directory services to a modern access model, with consistent joiner-mover-leaver, SSO coverage, MFA and privileged access. This includes retiring duplicated identity platforms and the licence cost that comes with them. Delivered within the CISO's security and governance programme rather than beside it.
- Tenant, endpoint and collaboration consolidation: collaboration tenant consolidation through to executed migration, including the harder cases, together with one endpoint standard and one collaboration and knowledge stack for the group.
- AWS run cost, with a number against it: commitment strategy across Reserved Instances and Savings Plans, service-level optimization, license and application rationalization, and consolidating group AWS accounts and billing so that we negotiate as one customer rather than as separate companies. You set an annual saving target and report against it.
- Chargeback and service levels: Entirely's first formal internal technology SLAs and a cost allocation model across the companies, giving the current arrangements a governed footing. The CFO will use this, so it needs to stand up to scrutiny.
- The target operating model: what we build and run ourselves, where external partners genuinely add value, what can be automated, and the shape of the internal team that runs the estate afterwards.
- Total cost and supplier concentration: accountable for the total cost and supplier concentration across our cloud and infrastructure estate. A clear view of who is paid for what, where the concentration risk sits, and what is current spend as opposed to legacy carry-over, established early and kept current. A meaningful share of our external spend is professional services delivered to customers and billed on, and that should stay clearly separated from the internal run cost you are accountable for.
- Integration playbook for acquired companies: a repeatable approach for bringing a newly acquired company's infrastructure, identity and tooling into the group, with a realistic timeline and cost that can inform the transaction and the integration plan that follows it.
- Adoption: the technical migration is only half the work. You own the communication, training and support that help colleagues across the group move to the new way of working.
Requirements
How we expect you to work with AIInternal IT is a good place for the group to show AI running in production, because we are our own most forgiving customer. We would like you to own an AI-assisted internal service desk that resolves routine requests without a queue, and onboarding, offboarding and access reviews delivered as automated workflows rather than checklists. We also see value in applying AI to the application and supplier inventory to surface overlap and renewal exposure, and in generating change records, runbooks and documentation from real telemetry so they stay current. You will not build all of it yourself, but you set the standard, and it helps if you can point to something built this way under your direction.
What we are looking for
- You have led a consolidation inside a multi-entity group built through acquisition, whether a merger, a carve-out or a multi-tenant integration. That includes situations where regulatory or contractual isolation meant full consolidation was not possible and you designed around it.
- You have exited a datacentre or colocation footprint and moved the workloads to a hyperscaler, with the cost and performance outcome to show for it.
- Hyperscaler depth at scale, and the ability to own AWS specifically: account design under AWS Organizations, networking, managed database and messaging services, containers, IAM, and the commercial levers of Reserved Instances and Savings Plans. If your depth was built on another platform, tell us where you have taken on a new one at pace and carried the accountability for it.
- Identity and endpoint depth alongside that, covering enterprise collaboration platforms, tenant-to-tenant migration, conditional access and endpoint management. You should be able to hold a detailed technical discussion with the people doing the work, and to get into it yourself when needed.
- Modernization of a legacy application estate, including containerization, managed services, and the sequencing judgement to do it against a firm deadline without disrupting revenue.
- A track record of taking cost out and evidencing it across licensing, infrastructure, connectivity and tooling consolidation, with the numbers to support it.
- Security and compliance treated as design input rather than a review at the end, with ISO 27001, NIST or SOC 2 experience behind it.
- Experience getting the best out of external partners while building the internal capability to need them less.
- You have contributed the technology view to acquisitions, whether in due diligence, integration estimates or the post-deal integration itself.
- You have introduced governance where there was little before, such as SLAs, chargeback, or an architecture and investment framework, and made it stick across business units.
- You stay close to the technical detail. Recent, practical delivery experience matters to us alongside the scale of what you have led.
- You can bring colleagues across several companies with you. This role depends on that as much as on the technology.
- Working English is essential. German is an advantage given our Munich and Hamburg teams. You are happy to travel regularly across group sites.
Why Entirely
- Shape outcomes, not just outputs — contribute meaningfully to company-level growth goals.
- Work at the frontier of AI-native marketing — build systems that don’t exist anywhere yet.
- Lead across a portfolio of six established products with real customers and real ARR.
- Collaborate across an ecosystem of 400+ professionals, partners, and clients globally.
- Backed by DuMont — a stable, long-term owner with a century of innovation heritage.
- Be the proof point: demonstrate to the world what agentic marketing looks like when it’s done right.