Purpose of Position:
Purpose The Technology Manager is responsible for ensuring that the Company continuously develops, acquires, understands, and applies technology to strengthen its long-term competitiveness. The role exists to ensure that the organisation never becomes dependent solely upon inherited knowledge, historical practice, or established methods, but instead develops a deep understanding of the technologies that underpin every aspect of the business. Technology is defined broadly. It includes manufacturing technologies, materials science, engineering, production processes, automation, artificial intelligence, information systems, quality systems, maintenance, testing, logistics, product technologies, communication technologies, and any other knowledge, process, or system capable of improving the business. The Technology Manager is therefore responsible for ensuring that the Company becomes a true learning organisation, in which technology is continually acquired, evaluated, understood, implemented, improved, and retained. More than simply managing technology, the Technology Manager is the custodian of the organisation's technological knowledge and capability.
Core Mission:
The Technology Manager is responsible for developing the organisation's technological capability.
This includes:
Identifying technologies that improve competitiveness.
Building organisational understanding of those technologies.
Translating knowledge into practical business improvements.
Leading and coordinating technology implementation.
Preserving technical knowledge within the organisation.
Ensuring that the Company continually improves its technological capability.
Strategic Responsibilities
The Technology Manager shall:
Develop and maintain a long-term Technology Strategy aligned with the company's strategic objectives.
Produce and maintain technology roadmaps. Identify technologies capable of improving competitiveness.
Evaluate emerging technologies before competitors.
Recommend technology investments.
Assess technological risks facing the organisation.
Prioritise technology projects according to strategic value.
Ensure that technology decisions support long-term competitiveness rather than short-term convenience.
Advise The Executive on technology-related opportunities and risks.
Technology Intelligence:
Maintain an active understanding of developments relevant to the Company including, but not limited to:
Aluminium processing.
Metallurgy.
Manufacturing.
Surface treatments.
Non-stick technologies.
Tooling.
Automation.
Robotics.
Artificial Intelligence.
Information management.
ERP systems.
Production planning.
Supply chain technologies.
Quality systems.
Testing and laboratory methods.
Energy efficiency.
Environmental technologies.
Packaging technologies.
Industry 4.0 and digital manufacturing.
Technology intelligence should always be translated into practical recommendations and business opportunities.
Organisational Knowledge:
The Technology Manager is the custodian of the organisation's technological knowledge. The objective is not simply to accumulate information, but to develop an organisation that understands its own technologies sufficiently to innovate with confidence. The Technology Manager shall actively develop four forms of organisational knowledge:
Know-how:
The practical knowledge required to perform work correctly.
Know-why:
The scientific, engineering, commercial, and operational principles that explain why processes, materials, and systems behave as they do.
Know-what's next:
An understanding of emerging technologies, market developments, research, and opportunities that may affect the future competitiveness of the business.
Know-who:
Knowledge of where expertise exists, both within the Company and externally, including suppliers, universities, research institutions, consultants, and technology partners. The Technology Manager is responsible for ensuring that this knowledge grows continuously and remains within the organisation rather than residing solely in individuals
Organisational Learning:
Develop systems that strengthen the organisation's technical capability. This includes:
Identifying areas where technical understanding is weak.
Developing learning programmes.
Creating internal technical documentation.
Building knowledge libraries.
Capturing lessons learned from projects.
Recording best practice
Encouraging cross-functional learning.
Promoting technical curiosity throughout the organisation.
Technology Development Lead or coordinate projects involving technological improvement, including:
Manufacturing improvements. • Process optimisation. • Product innovation. • Automation. • Artificial Intelligence. • Information systems. • Digital workflows. • Laboratory capability. • New materials. • Testing methods. • Equipment evaluation. • New production technologies.
Where appropriate, coordinate cross-functional teams to deliver successful implementation. Information Technology Information Technology forms part of the Technology Manager's responsibilities but is only one component of the broader technology function.
Responsibilities include strategic oversight of:
ERP development. • Information architecture. • Data quality. • Digital workflows. • Artificial Intelligence implementation. • Information security. • Systems integration. • Infrastructure planning. • Digital transformation. Operational IT support may continue to be provided by internal specialists or external service providers.
External Technology Network:
Develop and maintain productive relationships with:
Universities. • Technical institutes. • Research organisations. • Equipment manufacturers. • Material suppliers. • Technology consultants. • Industry associations. • Innovation partners.
The objective is to ensure that the Company remains connected to the best available external knowledge and technology.
Technology Governance:
Maintain appropriate technology management systems, including:
Technology Strategy. • Technology Roadmap. • Technology Register. • Technology Risk Register. • Technology Project Portfolio. • Knowledge Repository.
Provide regular reports to The Executive covering:
Progress against the Technology Strategy. • Emerging technologies. • Current technology projects. • Opportunities. • Risks. • Investment recommendations. • Organisational capability development.
Innovation:
Establish innovation as a structured organisational capability rather than an occasional activity. Encourage experimentation. Support rapid evaluation of new ideas. Measure outcomes. Capture successful innovations. Ensure that innovation becomes a repeatable business process.
Success Measures :
Success should be measured by improvements in the organisation's technological capability rather than simply by completed projects.