Technology and Data functions are good at building things. What they're often less good at is making sure the organisation understands what's being built, why it matters, and what it means for them. This understanding is crucial to gaining and sustaining momentum and realising value from our efforts. As our AI programme and broader Technology & Data strategy scale, the gap between what we're doing and what the other parts of the company, and our people, understand about it is one of the biggest risks to how well any of it lands. This role exists to close that gap.
We have a strategy that is evolving quickly. We have real momentum across AI, Engineering, Data & Analytics, and the Technology areas, like AOTS, which support each business area. What we don't yet have, consistently, is one clear, coherent story that connects all of it — a narrative that leadership can use with confidence, that teams can see themselves in, and that the wider workforce can understand and act on.
This role owns that narrative.
THE TEAM
This role sits within the Technology Strategy pillar of easyJet's Strategy & Innovation function, reporting to the Director of Technology Strategy & Innovation. Day-to-day direction and prioritisation is set jointly with the Chief Data and Technology Officer working closely with her week to week, and with the wider Technology & Data leadership team.
You'll work closely with the full breadth of Technology & Data — AI, Engineering, Data & Analytics, Digital Safety, Product and Project Teams — as well as Internal Communications, HR, and business stakeholders across the organisation. You won't run comms channels or own people processes; you'll make sure the strategic story that runs through all of them is clear, consistent, and true.
THE ROLE
easyJet's Technology & Data strategy is evolving in real time — shaped by commercial opportunities, technology advancements, a fast-moving AI programme, a broader workforce transformation effort, and priorities that shift as we learn. That pace is a strength, but it creates a real risk: if the story of what we're doing and why isn't clear and consistent, different parts of the organisation end up with different, sometimes contradictory, versions of it.
You'll own getting ahead of that. Working directly with the CDTO, you'll help shape how the strategy and roadmap are framed — not just how they're communicated, but how they're structured and sequenced so they're genuinely easy to understand. You'll then work across the leadership team to make sure that framing holds together consistently across every function and translate it into a story the wider workforce can understand, engage with, and act on.
This is a connective role, not a delivery role. Your value comes from making sure the strategic picture is coherent before it reaches the people who need to act on it — leadership, teams, and the broader workforce alike.
This is a full-time, hybrid role based at Hangar 89, Luton.
A DAY IN THE LIFE
Your morning starts with a roadmap review. Two workstream leads have described the same priority in noticeably different ways in materials going to the same audience next week. Neither is wrong, but side by side they'd confuse people. You get on a call with both, find the version that's actually accurate to both, and get it aligned before it ships.
Mid-morning, you're working directly with the CDTO on how to frame an upcoming strategy update. The underlying thinking is sound, but as written it assumes a lot of context the audience won't have. You restructure it, making the logic visible, so it lands the first time it's read, without needing someone to translate it in the room.
After lunch, you're in a working session with the AI workforce transformation lead. Employee engagement data is showing pockets of confusion about what's actually changing and why. You dig into where the confusion is coming from — a specific message, a specific channel, a specific gap — and work with Internal Comms to fix how it's being told, not just tell it again louder.
Late afternoon, you step back and look at the narrative as a whole. Does the story hold together across AI, Engineering, Data, and our other teams? Would someone three levels removed from the strategy be able to explain, in their own words, what we're doing and why? If not, that's the gap you close next.
Key Responsibilities
Strategy Framing
- Work directly with the CDTO, week to week, on how strategy and roadmaps are structured, sequenced, and told
- Pressure-test whether the current framing is genuinely clear — not just written, but understandable to people who didn't help shape it
- Continuously refine the framing as the strategy evolves, so it never falls out of step with what the organisation is actually doing
Cross-Functional Narrative Connection
- Engage regularly with the full Technology & Data leadership team to surface what each function is doing and how it's being told
- Identify and close gaps where functions are telling siloed or inconsistent versions of the same story
- Maintain one coherent, leadership-endorsed narrative across our Tech and Data organisation and the broader community
Workforce Engagement & Activation
- Translate the strategy into a story the wider workforce can understand, relate to, and act on
- Support leadership storytelling — consistent framing and messaging across audiences, moments, and levels of seniority
- Work through Internal Communications' channels and HR's people processes, rather than standing up parallel ones, to get the narrative into the organisation
Leadership Support
- Provide the Director and CDTO with a clear, current view of how well the strategy is understood across the organisation, and where it isn't
- Flag early where the strategic narrative is not yet stable or consistent enough to be relied on for major communications or decisions
- Act as a trusted sounding board for how leadership messages will land before they go out
Essential
WHAT WE'RE LOOKING FOR
- Demonstrable experience in strategic communications, narrative, or change management roles, ideally within a technology, digital, or large-scale transformation environment
- Strong ability to structure and simplify complex, evolving information without losing accuracy
- Excellent written and verbal communication — able to shift register between a leadership audience and the broader workforce
- Comfortable operating without direct authority — influence built through relationships and the quality of your thinking, not through ownership of delivery
- Genuine energy for variety and breadth across a portfolio, rather than deep ownership of a single initiative
- Experience building trusted relationships across a matrixed organisation, and using them to connect siloed work into a coherent whole
Desirable
- Experience within a technology or data function, or working closely alongside one
- Familiarity with AI strategy or large-scale workforce transformation programmes
- Experience partnering with Internal Communications and HR functions without owning their remit
- Comfort with ambiguity and pace in a fast-moving, evolving strategic environment
PRACTICALITIES
This full-time role will be based in Luton and will be 40 hours per week. We support hybrid working and we spend 60% of our time per month in the office.
REASONABLE ADJUSTMENTS
At easyJet, we are dedicated to fostering an inclusive workplace that reflects the diverse customers we serve across Europe. We welcome candidates from all backgrounds. If you require specific adjustments or support during the application or recruitment process, such as extra time for assessments or accessible interview locations, please contact us at ma.recruitment@easyjet.com. We are committed to providing reasonable adjustments throughout the recruitment process to ensure accessibility and accommodation.
Business Area
Information Technology (IT)
Primary Location
United Kingdom-London-London Luton Airport
Organisation
Information Technology (IT)
Schedule
Full-time
Unposting Date
Ongoing
