NYCERS seeks a strategic, forward-looking technology executive to modernize mission-critical pension systems, strengthen cybersecurity and operational resilience, and make technology a trusted partner in delivering excellent member and employee experiences. The CIO will set enterprise technology strategy, align investments with mission priorities, and build the governance, organization and talent required for sustained transformation. The Successful Candidate The successful candidate will be an enterprise executive and accomplished technology leader. They will combine strategic vision with execution discipline, translate complex technical concepts into clear business terms, and modernize legacy environments without compromising accuracy, availability, security, compliance or public trust. Primary Responsibilities: ¿ Enterprise strategy and partnership: Advise the Executive Director and leadership team; develop a multi-year technology roadmap; establish transparent governance for priorities, funding, risk and benefits; and reposition IT as a proactive, outcomes-driven partner. ¿ Modernization and engineering: Modernize applications, infrastructure, integration and architecture; reduce technical debt; execute a pragmatic cloud and platform strategy; and strengthen secure software engineering, DevSecOps, quality and release management. ¿ Operations, cybersecurity and resilience: Oversee infrastructure, networks, platforms, service management and production support. Partner with the Chief Information Security Officer to strengthen privacy, identity, incident response, disaster recovery, business continuity and audit readiness. ¿ Data, AI and innovation: Establish enterprise data governance and improve quality, access, integration and analytical value. Partner with the Director of Innovation and Transformation to adopt AI, automation and analytics responsibly, with appropriate security, privacy, transparency and human oversight. ¿ Portfolio, finance and partners: Lead technology planning, budgeting and resource allocation. Evaluate investments by mission value, risk, readiness, lifecycle cost and measurable benefits. Hold vendors, integrators and service providers accountable for performance, security and knowledge transfer. ¿ Organization, talent and culture: Evolve the IT operating model and leadership structure; partner with HR and the EPMO to build the IT workforce, succession and skills plans; and foster a culture of public service, customer focus, accountability, collaboration, inclusion and continuous learning.