WKT EOS Role Scorecard for Head of Platform & Technology
Date Updated: March 2026
Functional Role: Head of Platform & Technology
Level: Vice President / Department Lead
Reports To: President & COO
Direct Reports:
Product & Development Team (ALF, RapidLMS, Oliu/Credential Network, DevOps, QA, Infrastructure)
Purpose of the Role
The Head of Platform & Technology owns the platform including its reliability, its roadmap, and its delivery. This seat is accountable for ensuring WKT's technology infrastructure is the competitive backbone of the business: powering storefronts, enabling the adaptive learning platform, supporting digital credential issuance, and making it possible for every other function to operate with confidence. The Head of Platform & Technology translates strategic priorities into a disciplined, predictable delivery system and ensures that platform decisions are made with the same rigour and accountability that WKT expects of its regulated-market content.
Key Accountabilities
Own the platform roadmap and delivery outcomes tied to WKT's annual and quarterly strategic priorities
Ensure reliability, performance, and security are non-negotiable operational standards across all platforms (ALF, RapidLMS, storefronts, Oliu/credential network)
Own integrations and data/analytics foundations that support cross-functional decision-making
Drive automation and operational efficiency through technology including agentic AI adoption where it delivers measurable business value
Maintain predictable delivery capacity and transparent prioritization enabling other functions to plan with confidence
Own technical governance: architecture decisions, infrastructure security, DevOps discipline, and QA standards
Core Values - Role-Specific Behavioural Descriptors
Core Value
What This Looks Like in This Seat
We are Accountable
Owns delivery outcomes, not just delivery activity. When roadmap commitments slip, names the cause early, communicates impact clearly to stakeholders, and brings a revised path. Holds the development team to the same standard: timelines, QA gates, and infrastructure SLAs are commitments, not targets.
We are Curious
Stays genuinely engaged with what's emerging in adaptive learning technology, credential infrastructure, and agentic AI not to chase trends, but to make informed, well-timed platform decisions. Asks the right questions about how technology choices affect the learner experience, partner capabilities, and long-term platform architecture before committing to a direction.
We are Driven
Maintains delivery momentum through complexity, multiple concurrent platform streams, cross-functional dependencies, and a high-stakes regulated-market context. Does the unglamorous infrastructure and DevOps work with the same rigor as the high-visibility product launches. Pushes toward the 3-year technology picture ($13.5M AI revenue contribution) without losing discipline on the near-term commitments that fund it.
We are Nimble
Adjusts roadmap sequencing and resource allocation when business priorities shift without destabilizing the development team or creating technical debt through rushed pivots. Distinguishes between genuine strategic pivots that warrant scope changes and reactive requests that should be queued and prioritized properly.
We are Relationship-focused
Builds the cross-functional trust that makes technology a collaborative function rather than a bottleneck. Invests in clear, non-technical communication with Revenue, Learning, and Operations so that platform capacity and constraints are understood and not assumed. Develops the technical team with genuine attention to growth, retention, and working environment.
GWC - Seat-Specific Descriptors
Gets It
The Head of Platform & Technology understands that WKT's platform is not a supporting function, it is a core product. The storefronts, the ALF adaptive learning engine, the credential network, and the RapidLMS infrastructure are what WKT sells, scales, and builds its 10-year target on. They get that reliability and security in a regulated-market context carry the same asymmetric risk profile that Operate contexts carry everywhere in this business: invisible when working, catastrophic when they fail. They understand that their job is to make technical decisions that serve the business strategy, not to optimize for technical elegance at the expense of delivery commitments. They also understand that agentic AI adoption is not a future initiative; it is a current strategic lever that this seat is accountable for deploying with discipline. (For full GWC behavioural indicators and warning signs, see the GWC Descriptors document.)
Wants It
This seat requires genuine appetite for leading a complex, multi-platform technical function in a company that is simultaneously running production systems, building new product capability, and deploying emerging technology. The person who truly wants this role is energized by the full scope, not just the interesting product work, but the infrastructure maintenance, the security governance, the DevOps discipline, and the cross-functional coordination that makes all of it possible. They must want to have the difficult prioritization conversation when every stakeholder believes their request is urgent, the honest roadmap update when a commitment needs to move, and the team development conversation with a technical contributor who is capable but misaligned. They must genuinely want to be the person who makes WKT's platform trustworthy.
Capacity to Do It
The Head of Platform & Technology must be able to lead a multi-stream technical function, adaptive learning platform development, credential infrastructure, storefront operations, DevOps, QA, and security, simultaneously, without losing coherence across any of them. This requires both deep enough technical fluency to make sound architectural and build-vs-buy decisions and the leadership range to manage a development team, communicate effectively with non-technical executives, and represent platform priorities at the leadership table. WKT's 1-year goal to launch a nationally recognized Adaptive Learning Platform generating $3.0M run rate, alongside the ALF/SuperSite strategic clarity Rock currently in progress, signals that this is an active-build seat operating under real commercial pressure. Capacity here includes the ability to hold technical rigour and delivery pace simultaneously and to know when one must give way to the other.
Weekly Measurables
Measurable
Green
Yellow
Red
Platform uptime across production systems
(ALF, RapidLMS, storefronts, credential network - rolling 7-day)
≥99.5%
98–99.4%
<98%
On-time delivery rate for committed sprint/roadmap items (% of items committed for the current cycle delivered on time)
≥85%
70–84%
<70%
Quarterly Output Targets
Target
Green
Yellow
Red
Committed roadmap milestone completion (% of quarterly roadmap milestones delivered on time and to spec)
≥80%
65–79%
<65%
Critical incident rate (P1/P2 incidents causing customer-facing outage or data integrity risk per quarter)
0
1
2+
Cross-functional delivery satisfaction (quarterly pulse from Revenue, Learning, and Operations on platform communication, reliability, and delivery follow-through)
All +/Green
1 neutral
1+ negative
Rocks
Quarterly Rocks for this seat are set at Annual and Quarterly Planning sessions and tracked weekly in the L10 Scorecard.
Rock
Owner
Due Date
Status
[Q Rock 1 - ALF/SuperSite strategy input as part of Glenn's Q1 Rock]
Head of Platform & Technology
March 18, 2026
On Track / Off Track
[Q Rock 2]
Head of Platform & Technology
[Date]
On Track / Off Track
[Q Rock 3]
Head of Platform & Technology
[Date]
On Track / Off Track
People Analyzer
Lens
Evaluative Question
+
+/–
–
We are Accountable
Does this person own platform delivery outcomes, communicating proactively when commitments are at risk and bringing solutions, not explanations?
We are Curious
Does this person stay genuinely engaged with emerging technology relevant to WKT's platform strategy and apply that knowledge with business discipline?
We are Driven
Does this person maintain delivery rigour across all platform streams including the unglamorous infrastructure work with consistent quality?
We are Nimble
Does this person adjust roadmap priorities and team focus appropriately when business needs change without creating technical debt or team instability?
We are Relationship-focused
Does this person build genuine cross-functional trust and invest in the development and retention of the technical team?
Gets It
Does this person understand that the platform is a core WKT product and lead technology decisions with that accountability, not just technical merit?
Wants It
Does this person actively want the full scope of this seat including prioritization conflicts, stakeholder communication, and infrastructure governance, not just the product build?
Capacity to Do It
Does this person have the technical depth, leadership range, and delivery discipline to lead a multi-platform function under WKT's current strategic and commercial pressure?
Quarterly Conversation Notes
Date
Rock Completion
Issues / Observations
Development Notes
Role Optimization
#
Task
Frequency
Delegable?
1
Lead weekly technology team standup / sprint review
Weekly
No
2
Report platform health and roadmap status at leadership L10
Weekly
No
3
Review and update platform uptime and incident metrics
Weekly
No
4
Conduct 1:1s with direct reports
Weekly / Bi-weekly
No
5
Manage cross-functional prioritization requests (Revenue, Learning, Operations)
Ongoing
Partially
6
Own architectural and build-vs-buy decisions for platform development
As needed
No
7
Maintain security, infrastructure, and compliance governance
Ongoing
Partially
8
Manage DevOps pipeline, deployment cadence, and QA standards
Ongoing
Partially
9
Scout and evaluate emerging technology and AI tools for WKT application
Ongoing
Partially
10
Build and update the quarterly and 12-month platform roadmap
Quarterly
No
11
Conduct quarterly People Analyzer conversations with direct reports
Quarterly
No
12
Set and own quarterly Rocks for the technology function
Quarterly
No
13
Coordinate platform delivery dependencies with Learning for content launches
As needed
No
14
Own technical vendor and partner relationships (infrastructure, integrations)
Ongoing
Partially
15
Report on platform investment, technical debt, and capacity to President & COO
Quarterly
No
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