The Director – IT Talent & Capability Transformation is responsible for defining and executing the IT talent strategy for Honeywell Aerospace India, ensuring sustained availability of critical skills and leadership capability to support both current‑year objectives and future transformation needs.

Operating as a strategic partner to a Senior Leader of Information Technology, this role works at the intersection of workforce planning, industry engagement, and capability development, ensuring alignment with Honeywell Aerospace Global IT talent strategies and operating priorities.

The Director plays a pivotal role in identifying, cultivating, and mobilizing key talent across the IT organization, while building strong external ecosystems to enable scale and agility.

14+ years of experience in IT talent management, workforce planning, technology leadership, or adjacent roles Proven experience shaping and executing enterprise‑scale IT talent strategies Strong understanding of current and emerging IT skill domains (cloud, digital, AI, engineering, enterprise platforms)Demonstrated ability to build and manage external talent ecosystems (universities, vendors, industry networks)Experience working in global, matrixed organizations Strong executive communication, influencing, and stakeholder management skills Added Advantage:Deep familiarity with the India IT talent market and hiring dynamics Established relationships with leading academic institutions and industry bodies Exposure to aerospace, manufacturing, or regulated industry environments Who Will Succeed in This RoleA forward‑looking, ecosystem‑driven leader who connects business strategy with talent capability, builds sustainable pipelines for the future, and ensures the right skills are available at the right time—while aligning seamlessly with global IT talent priorities.#AERO26
IT Talent Strategy & Workforce Planning Define and execute the IT talent management strategy aligned to Honeywell Aerospace Global IT direction and India delivery needs Own skills inventory, capability mapping, and talent segmentation across the IT organization Lead SIOP‑driven workforce planning for current‑year needs and future‑state capability pipelines Anticipate emerging skill requirements aligned to technology, product, and delivery roadmaps Talent Pipeline Development & Ecosystem Partnerships Establish and maintain strong partnerships with premier universities, academic institutions, and industry forums to build a sustainable talent pipeline Engage with industry peers and technology communities to benchmark talent models and skill trends Define structured early‑career, mid‑career, and niche skill pipelines to support IT growth and transformation Talent Nurturing, Mobility & Readiness Design and drive programs to identify, groom, and nurture critical and high‑potential IT talent Ensure talent readiness through targeted upskilling, stretch assignments, and role‑based learning pathways Enable rapid on‑demand deployment of key talent for priority programs and initiativesSI & Contingent Workforce Enablement Partner with System Integrators (SIs) and strategic vendors to address short‑term and ad‑hoc talent needs Ensure vendor talent aligns with Honeywell technical, security, and delivery standards Establish governance to balance internal capability building with external workforce utilization“3‑in‑a‑Box” Talent Governance Model Create and lead a “3‑in‑a‑Box” talent governance forum comprising technology/product vendors, academic institutions, and Honeywell Aerospace IT Use this forum to continuously evaluate evolving talent needs, skill gaps, and pipeline effectiveness Drive coordinated actions to incubate, nurture, and deploy talent aligned to enterprise priorities Global Alignment & Stakeholder Collaboration Align India IT talent initiatives with Honeywell Aerospace Global IT talent frameworks and policies Partner closely with HR, Learning & Development, and Global IT leaders Provide leadership with transparent insights on talent health, risks, and capability readiness