Building software like we build cars
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Driving Digital Transformation
Toyota Financial Services (TFS) is more than an automotive nance company; we are a
digital company. Information and technology is at the forefront of our business for they
enable people chosen experiences, informed business decisions, ecient workows, and
delightful products and services for our customers, dealers, partners and team members.
TFS Digital is driving this digital transformation by pioneering the “Software Production
System,” which combines the power of our Toyota Production System implemented in
our manufacturing facilities across the world with the discipline of agile scrum methods
adopted by successful technology companies. We build software solutions like we build
cars to position TFS as a:
• Mobility company that enables the freedom of movement of people and resources
through new mobility-based capabilities such as carshare for rideshare, eet
solutions, usage-based insurance, transaction-based billing and payments
and more.
• Agile company that leverages dedicated, continuously improving digital factories
that provide us speed and exibility in delivering capabilities to our dealers,
partners, customers and team members.
• Platform company that oers mobility nance-as-a-service with a multi-brand,
multi-tenant and multi-country platform for private label service.
TFS Digital has the
roots of a well-
established company
but operates like
a start-up.
There isn’t a more
exciting place to work
within Toyota, and
I can’t wait to see
where this journey
takes us, together.”
VIPIN GUPTA
“
We are transforming our company into a mobility-nance-
as-a-service platform business. Our agile platform and
practices have given us the speed of a start-up. We are
delivering modern experiences for customers, dealers
and team members, while creating new growth by
attracting other auto and mobility brands in addition
to Toyota and Lexus.”
“
VIPIN GUPTA
Toyota Financial Services
Chief Information Ocer
HEAR MORE FROM VIPIN
GROW
Your Career
Career growth is the journey where you acquire new skills, develop inventive
solutions and make a positive dierence in the world. Toyota is your ally and
will provide you the tools and resources to grow your career the way you
want to — whether it is growing as a leader, expanding across disciplines or
becoming a subject matter specialist.
Everyone’s career journey is unique because all of us are unique. Your
journey and your success are dened by the goals you set. What ignites
your passion? What motivates you to reach your full potential?
You are in the driver’s seat, so go for it!
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• Enterprise Technology — Availability & Operations
enables and empowers TFS resources to deliver quality
products with collaboration, automation and agility.
• Information Security safeguards our customer’s digital
assets, defends the Toyota brand, and enables TFS Group
companies to transform existing business and grow new
business.
• Business Enablement — Corporate Systems supports
headquarters business functions including procurement,
accounting, treasury, tax, fraud, risk, legal and compliance.
If you’re excited about IT, eager to develop your skills and transform TFS into a mobility, agility and platform company
while delivering exceptional customer and dealer digital experiences, then TFS Digital could be the place for you.
You will nd plentiful and fullling career and growth opportunities in any of the following areas:
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AN EXCITING CAREER IN
TFS Digital — Information and Digital Solutions
• Business Enablement — Expanding Value Chain
executes the vision and strategy for products and services
related to mobility nance, remarketing, eet nancing and
electronic document services.
• Business Enablement — Products provides solutions for
the sale and service of customer loans, leases and protection
products; dealer commercial loans; and team member
personal banking.
• Business Enablement — Channels supports all
interaction channels that our customers, dealers and team
members use to do business with Toyota, Lexas and Mazda
Financial Systems.
• Business Enablement IT — Oce of the CIO enables IT
performance and enterprise digital transformation through
Americas and Oceania Region (AOR) IT capability, process
assurance transformation, nancial discipline, One Toyota
synergy, supplier management and communications.
• Enterprise Architecture helps coach and mentor product
designers in establishing technology roadmaps and design
and resolves technology impediments.
• Enterprise Platform Enablement organizes data to
make it useful and accessible for TFS and its partners and
connects capabilities across the ecosystem using Application
Programming Interface(s) (API) and data integration.
• TFS Digital Academy enables core competencies in
learning, teaching and growing a digital FinTech savvy
workforce across TFS.
Click on a name above for further details.
70
%
20
%
10
%
TOYOTA’S
Development Approach
At Toyota, team members develop through what we refer to as the 3 E’s —
Experience, Exposure and Education. Each one is critical to helping team
members build new skills, advance their development goals, and explore
and discover talents and passions they may not even know they have.
EXPERIENCE
The best way to grow our people’s
capabilities is in the doing,
often referred to as on-the-job
development.
Team members and leaders partner
to identify work that is challenging,
motivating and rewarding to the
individual and contributes to
the business.
Leaders provide real-time coaching
and feedback to keep team members
motivated and performing at the
highest level.
EXP OS URE
Exposure fosters a ”teach and
be taught” culture and creates a
lasting legacy.
Making connections with people
who have dierent experiences
and perspectives builds trust and
drives engagement and innovation.
Mentoring and sponsorship
relationships ensure we are
cultivating the next generation of
Toyota leaders who are as diverse
as our customers and communities.
EDUCATION
Learning is a lifelong process.
There will always be things we
don’t yet know.
Toyota’s robust education and
training programs provide a
strong foundation of knowledge
that team members can leverage
in their work in order to grow
their capabilities and improve
performance.
5
6
SUCCEED
ASPIRE
PLAN
PERFORMGROW
I have big dreams and want to set myself
up for success. I’ll reect and work with
my leader to develop a personalized plan.
I know what I need to do
and will take advantage
of the opportunities and
resources provided.
I’m gaining new skills, making
meaningful connections and solving
problems through my work. The
work I’m doing is adding to our
collective success.
I feel empowered to overcome
challenges and know that my
leader is personally invested
in my success.
I did it! And I’ve made a valuable
contribution to the business and the
world along the way. What’s next?
Toyota’s culture inspires us to be curious, generate new ideas and get better every day by sharpening our skills to meet
the evolving needs of our customers. As your career journey unfolds, we hope you never stop growing, questioning and
challenging the status quo.
Always Be Ready for New Challenges
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7
At least once per quarter, meet with your manager to talk about
your performance related to progress and achievement against
your goals or priorities, competencies and development. Below
are conversation topic ideas.
• Career Prole
— Similar to a LinkedIn prole,
your Career Prole in Workday highlights your
work experience, accomplishments, training,
certications, education, and skills.
• Talent Card — Some of the information you
include in your Career Prole appears in your
Workday Talent Card, a one-page snapshot
that captures your current role, career interests,
training and certications, and job history. Talent
Cards are good to review during quarterly check-
ins with your manager and for development
discussions with your mentors and peers.
• Individual Development Plan (IDP) —
Partner with your manager to identify strategic
development opportunities that are challenging,
motivating and rewarding, contribute to the
business and can be realized through the Toyota
Competencies and the 3Es. Make adjustments
to your IDP at least once a year to reect your
evolving career journey.
Check In Regularly with Your Manager
MANAGE
Your Growth and Development
Leverage Workday Tools to Facilitate
Career Conversations and Increase
Your Exposure
COMPETENCIES
POSSIBLE TOPICS
Performance related to each
competency.
Recognition of successes.
Performance related to one
competency that warrants
additional discussion.
Performance related to
competencies at next job
level (for development
purposes).
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GOALS OR PRIORITIES
POSSIBLE TOPICS
Goal or priorities and
milestone status.
Recognition of successes.
Coaching and support
needed to achieve goals,
priorities or milestones.
Reflection on goals
or priorities that are
completed.
New or upcoming goals
or priorities.
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2
3
4
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DEVELOPMENT
POSSIBLE TOPICS
Learning points from
development or stretch
assignments.
Recognition of successes.
A specific area needing
development (not already
covered).
Upcoming development or
stretch assignments.
Development needs to
prepare for next job level.
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Whether you decide to pursue a career in software development, product design and architecture, infrastructure systems,
information security or digital learning — or move among these elds as you cultivate new interests and talents —
the possibilities are truly endless. Wherever your journey may take you, Toyota is committed to helping you grow and
transform alongside our business.
Click on a number below to go directly to that career journey.
CREATE
Your Career Journey
Business Systems
Developer
Product Release
Product Design & Architecture
Infrastructure Systems
Information Security
Learning — Content
1
2
3
4
5
6
7
8
9
10
11
12
Learning — Agility Coach
Digital Production
Technology
Information Security
Enterprise Architecture
Learning
PEOPLE LEADER ROLES
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13
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Business Enablement —
Corporate Systems
Business Enablement — Corporate
Systems team supports the
headquarters business functions
including procurement, accounting,
treasury, tax, fraud, risk, legal and
compliance.
Our mission is to evolve the corporate
teams productivity and quality, which
will ultimately improve the experience
for all team members.
We have a lot of people who are driven and
experts in their areas, and that makes coming
into work every day so much fun.”
BRIAN JORGENSON
Business Information Ocer
Business Enablement — Corporate Systems
“
Back
10
Business Systems
1
Business Systems
Consultant I
JL17
JL18
Business Systems
Consultant II
JL16
Business Systems
Senior Analyst
JL15
Business Systems
Analyst II
JL14
Business Systems
Analyst I
Business Systems roles collaborate with and act as a liaison to multiple and diverse business groups and
technologies. They determine operational objectives, design new computer programs, drive user story generation,
improve systems, recommend controls, conduct all phases of complex analysis and manage resources to achieve
unit, division and corporate goals.
The successful candidate will support managers in change management eorts, identify potential new and
improved technical directions, develop strategic options/approaches, advise the team, monitor project progress,
provide references for users, prepare technical reports, and maintain professional and technical knowledge.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
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We pride ourselves on our agility, Kaizen mindset, quick
decision making and short-term execution. Our team
values openness — everyone is encouraged to present
their ideas or unique way of thinking and engage in
discussion to identify the best way forward.”
YALE MORI
General Manager
TFS Business Enablement — Corporate Systems
“
Back
12
Developer
2
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
The Developer’s primary responsibility is to create software solutions that provide functionality to meet
business requirements. This person is knowledgeable of software development concepts, practices,
and programming languages; able to analyze, design, develop, and test software components within
technical platforms that may include internally developed and purchased solutions; and may also
provide production support through troubleshooting, debugging, maintaining and improving existing
software. A successful Developer has an aptitude for logical thinking and considers the full ecosystem
including data and integrations.
Note: Some positions may require prociency in particular technologies.
Developer I
JL14
Developer II
JL15
Senior Developer
JL16
Developer
Consultant
JL17
Developer
Consultant
JL18
As we create a digital transformation, there is
even more opportunity to leverage your digital
experiences but also learn something new
so you get that beautiful mix of learning and
contributing at the same time.”
KATHIE HOLT
Business Information Ocer
Business Enablement — Products
“
Business Enablement— Products
The Products team provides solutions in
support of customer loans and leases
from the application process through
nal payment. We also enable the sale
and service of insurance products, and for
dealers, we oer solutions for business
(commercial) loans and personal banking.
HEAR MORE FROM KATHIE
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14
Product Release
3
Product Release bridges “segregation of duties” and conguration management across production vs. non-
production software code. The Product Release role drives and supports automation of product assembly line
ow and enforces requirements to help improve product reliability, quality and traceability of the code going
into production.
Responsibilities include formalizing certication of changes into production using an app-store mindset, working
with product teams for automation of build/deployment activities and enablement and owning the deployment
process, including package build, execution, troubleshooting and analyzing build and deployment failures. The
person in this role also partners with factories and Digital Assembly Line (DAL) team to manage the automated
build and deploy processes with appropriate controls and traceability while continuously optimizing and enabling
self service; develops and implements build technologies, practices, and methods; and works with factories and
stakeholders in dening and developing deployment strategies; driving requirements and inuencing decisions
across domain teams.
Note: Some positions may require prociency in particular technologies.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
Product Release
Analyst I
JL14
Product Release
Analyst II
JL15
Product Release
Senior Analyst
JL16
Product Release
Engineer I
JL17
Product Release
Engineer II
JL18
15
We can see how customer expectations are changing,
and we have the resources, teams and support to
change our business model to meet those customer
expectations and needs.”
GORDON MCGRATH
Business Information Ocer
Business Enablement — Channels
“
Business Enablement — Channels
The Channels teams support all of the interaction
channels that our customers, dealers and team
members use to do business with TFS/LFS and MFS.
Our customer channels include all websites, mobile
applications, call center telephony systems, as
well as our texting and email capabilities. We
support dealers through our STRATUS, Dealer Daily,
Dealer Passport and Smart Path platforms. For our
internal team members, channels include Customer
Engagement Platform (CEP), Engagement Platform
for Insurance Console (EPIC), Sales Relationship
Management (SRM) and a variety of other enabling
systems and platforms.
Back
16
Product Design & Architecture
4
A Technology & Business Solution Architect and Builder is a team-oriented senior business technology
‘digital’ professional with maturity, intellect, integrity, energy and enthusiasm. This person possesses a
strong customer-focused orientation, relates well to the needs of both internal and external users, thinks
entrepreneurially, partners strategically across the organization and with vendor partners to design, develop,
implement and evolve products, operating like an owner of a platform and services company.
The successful candidate is able to impact both technology and business decisions and can eectively
articulate and communicate business alternatives to a variety of audiences across all levels of business and
senior leadership with varying levels of knowledge about the technology underlying the choices. An Architect
and Builder is a hands-on, detail-oriented, dynamic leader whose track record buys immediate credibility
across a multiple functional team of the enterprise. This person must be a condent communicator, able to
inuence and build meaningful relationships inside and outside of his or her department and with all levels
of the enterprise.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
Product Designer I
JL17
Product Designer II
JL18
JL19
Architect Senior
Consultant
17
Customers are interested in various forms
of transportation, including ride share,
car share and subscription models. Our
goal is to ensure that the technology is
exible and enables the needs of our
mobility customers.”
“
Business Enablement — Expanding Value Chain
The Expanded Value Chain team is strategically
focused on executing the vision and strategy for
products and services related to mobility nance,
remarketing, eet nancing, and electronic
document services. New product capabilities
in this area are designed to enable exibility,
agility and automated processing to improve
the customer and dealer lease-end experience,
oer dynamic billing and payment capabilities
and expand the use of o-lease vehicles through
Toyota’s mobility business, KINTO.
SHARAIL GLOVER
Business Information Ocer
Business Enablement — Expanding Value Chain
HEAR MORE FROM SHARAIL
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18
Infrastructure Systems
5
Infrastructure Systems positions are responsible for the architecture, design and implementation of solutions for
TFS public and private cloud platforms, including physical and virtual servers, Kubernetes, databases, storage,
container platforms, as well as enhancing TFS infrastructure as code (IaC) capabilities. Additional responsibilities
include developing a keen understanding of the IDS operating environment and contributing to the development
and execution of a roadmap to deliver a world-class IT service delivery capability.
The successful candidate designs and delivers solutions in Jira and enterprise-wide reporting capabilities and is
customer-centric, solution-oriented, self-organizing, and passionate about delivering frictionless capabilities to
end users. An important aspect of these roles is the ability to collaborate across functions and determine the best
solution design independent of the underlying technologies. This role will serve as a key IT systems contact with
IDS groups and TFS support providers and will include level 3 escalations and initiative planning activities.
Note: Some positions may require prociency in particular technologies.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
Infrastructure
Systems Analyst I
JL14
Infrastructure
Systems Analyst II
JL15
Infrastructure
Systems
Consultant I
JL17
Infrastructure
Systems
Consultant II
JL18
Infrastructure
Systems
Senior Analyst
JL16
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Leading is about inuencing in a way that we get
the best out of people and nd the sweet spot
between their contribution and the impact they
can have on the TFS Digital Journey.”
AMIT SHROFF
Vice President
Business Enablement — IT
Oce of the CIO
“
Business Enablement — IT
The Business Enablement — IT and
Oce of the CIO team enables IT
performance and enterprise digital
transformation. The scope of this role
includes enterprise delivery strategy and
enablement, performance management,
nancial discipline, supplier strategy and
communications.
Back
20
6
Information Security
Senior Analyst
JL16
Information Security
Consultant I
JL17
Information Security
Consultant II
JL18
Information Security
Analyst II
JL15
Information Security
Analyst I
JL14
Information Security is tasked with protecting TFS data in all stages of its lifecycle, by focusing on the
engineering of security applications related to data loss prevention solutions, eDiscovery systems, email
encryption platforms, and cloud access security brokers (CASB). A successful candidate is expected to
ensure that detective, protective, and response controls meet internal and external requirements. Technical
knowledge will include but is not limited to conguring security application monitoring, upgrading platforms,
ensuring operational eciency for users and improving the security posture of the data security program.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
Information Security
21
Information Security is becoming more of an
enabler rather than an impediment. We’re always
looking forward to where the business is going
and ensuring that business can be done in a
secure way.”
BOULTON FERNANDO
Vice President & Chief Information Security Ocer
TFS Information Security
Deputy Group CISO — TFS Group
“
Information Security
Information Security safeguards our customer’s
digital assets, defends the Toyota brand and
enables TFS Group companies to transform
existing business and grow new business.
Through education and routine exercises,
we enable our workforce to be guardians of
our customer’s digital assets and TFS Group’s
rst line of defense. Our approach includes
identifying risks, protecting assets, detecting
threats, responding eectively in the event of an
incident and recovering our business eciently
following an incident.
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7
Learning
Senior Developer
JL16
Learning Master I
JL17
Learning
Developer II
JL15
Learning Master II
JL18
Learning
Developer I
JL14
The Learning Developer has a deep understanding
of instructional design, content development and adult
learning principles. By partnering with Learning Masters
and stakeholders, the Learning Developer assesses
the learning objectives, determines desired learning
outcomes and builds metric capabilities into the overall
product design.
The Learning Developer designs and develops
content, learning experiences, and other solutions to
support the acquisition of new knowledge or skills. By
applying systematic learning methodologies (rooted
in instructional theories, curriculum design and adult
learning models), the Learning Developer enhances
skill and knowledge acquisition within TFS talent.
Responsibilities include creating the course design
and developing all instructional materials, including
presentation materials, participant guides, handouts,
and job aids. In addition, the Learning Developer is
responsible for evaluating training, including assessing
what was learned and whether the learning solution led
to measurable behavior change.
The Learning Master is responsible for the timely
production of high-quality learning experiences
delivered along a series of learning journeys for
specic schools of thought. The Institute Learning
Master works in conjunction with Institute Learning
Development Squads to produce, promote and
execute high impact learning experiences for
intended audiences. A successful Learning Master
works with business stakeholders and the TFS Digital
Engagement team to plan, manage, communicate,
promote, and provide guidance and oversight on
learning events and experiences. This role is a key
driver of the successful delivery of in-person and
digital learning experiences for TFS team members to
grow and improve overall TFS Talent Agility.
The Learning Master role requires strong learning
and development subject matter knowledge,
communication and collaboration skills and the ability
to inuence team members to accomplish desired
production objectives. It requires advanced analytical
and problem-solving skills for quickly assessing
problem situations and providing solutions in a
timely manner to minimize any impact to the learning
experience production.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
Learning — Content
23
Nobody has the ability to connect the
business like the TFS Digital Academy.
Learning and teaching permeates all that we
do and is the catalyst for our transformation
strategy. Our team is establishing a teaching
and learning platform that will enable TFS to
harness the power of software and become
a true digital disruptor.”
MARK DIRKSON
Business Information Ocer — Learning Enablement
“
TFS Digital Academy
The TFS Digital Academy enables core competencies
in learning, teaching and growing a digital FinTech-
savvy workforce across TFS. Ten Learning Institutes
represent key capabilities across TFS. Each Institute
curates, creates and deploys critical and timely
learning to team members throughout their career.
Business leaders sponsor the development of
important learnings that are frequently delivered
by our more experienced team members. TFS
Teaches is a pathway for our resources to become
skilled teachers and multiply their expertise across
the organization.
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8
Agility Coach I
JL17
Agility Coach II
JL18
The Agility Coach supports project teams by providing expert knowledge and coaching in Agile TFS Digital
Production System (TDPS) methods, developing and leading quality circles and championing innovation and
process improvement.
The Agility Coach is an expert in various Agile methodologies and frameworks and can articulate their usage with
deep expertise, but also see them for what they are — tools and techniques to optimize capacity and expand
capabilities within an organization. The Agility Coach is a leader in process improvement, Toyota Way tools (e.g. JKK,
TBP) coaching, conict management, facilitation and mediation and is a system- and design-thinking expert who can
articulate complexity theory. The Agility Coach interfaces with TFS leadership, including up to the CEO, CIO, BIOs,
DIOs, business and Digital Factory teams, and supports domains and factories across all business divisions.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
Learning — Agility Coach
25
People Leader Roles
25
PEOPLE LEADER ROLES
26
9
Digital Factory
Owner II
JL18
Digital Factory
Owner I
JL17
Domain
Information
Ocer II
JL20
Domain
Information
Ocer I
JL19
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
The Digital Factory Owner (DFO) is a leadership
role within each TFS Digital Factory with both strategic
and execution delivery responsibilities for their
assigned products. The DFO has experience working in
a high growth environment, inuencing and advising
senior leadership, and dening product roadmaps.
The DFO is responsible for product-oriented
prioritization and resource management; proactively
engages and collaborates with business leadership
and software vendors to respond to end-user product
questions and needs; independently assesses
products and release changes and provides product
management and oversight for complex technical
products and initiatives related to large-scale
applications, systems, databases and/or other technical
products and services.
A successful DFO develops and maintains product
roadmaps and baselines and identies new solutions.
The DFO performs lifecycle management of products
to a risk-based approach for production currency,
software upgrades, and/or congurations updates;
reviews factory performance trends and independently
develops process improvements.
The Domain Information Ocer (DIO)
is responsible for the leadership of the multiple
factories that make up a Domain. This leader
collaborates with business leaders to develop the
vision, high-level roadmap and integrated release
plans for all products within the domain.
The DIO collaborates closely with other
DIOs to ensure the ecient interworking of
dependent domain factories and that overall
demand and portfolio management is occurring
both within their domain and across domains. This
role addresses escalated impediments, enabling
consistent delivery per enterprise and domain
release plans.
The DIO maintains relationships with their
stakeholders within TFS Digital and the business
to identify, research, evaluate and communicate
in a way that empowers the team to continuously
make informed decisions.
Digital Production
27
As Toyota shifts from an automotive to a
mobility company, TFS is at the forefront
of developing micro-service and
customer-centric IT capabilities that
can be leveraged across Toyota.”
“
TOSHIHIRO MASUKAWA
Enterprise Architect
Product Integration & Data
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10
Information
Systems Manager II
JL18
Information
Systems Manager I
JL17
Domain
Technology
Ocer II
JL20
Domain
Technology
Ocer I
JL19
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
The Domain Technology Ocer (DTO) is
responsible for leading the product owners that dene
and execute the software development and deployment
in the product backlog for prioritization of products that
their domain supports. The product owner will escalate
impediments that cannot be solved at the product
owner level. The DTO’s primary role is to remove
impediments to the Toyota Business Practice. This role
collaborates closely with other domain information
ocers to ensure the interworking of dependent
domain factories and that overall demand and portfolio
management is occurring both within their domain
and across domains. The DTO maintains on-going
relationships with their stakeholders within IDS and the
business and conducts research with their technical
product owners to continuously make informed
decisions. Tech DIO is also responsible for production
issue and has to know all release plan and production
issue under its domain.
The Information Systems Manager (ISM) is
a leadership role within each TFS technology area.
The ISM has both strategic and execution delivery
responsibilities for their assigned products. The
ISM needs to have experience working in a high
growth environment, inuencing and advising senior
leadership and dening product roadmaps.
Technology
29
The way that mobility happens in our
organization and our industry is through the
things our team does daily — enabling users
to work remotely, enabling customers to access
our environments remotely and making it easy
to get work done wherever you are under
any circumstances.”
STEVE SAMARGE
Chief Technology Ocer
Enterprise Technology: Availability & Operations
“
Enterprise Technology: Availability & Operations
Enterprise Technology: Availability & Operations
enables and empowers TFS resources to deliver
quality products with collaboration, automation
and agility so that TFS delivers continuous and
continually improving value to customers. Key
to driving value is ensuring robust and reliable
enterprise systems and support.
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11
Domain Information
Security Ocer II
JL20
Domain Information
Security Ocer I
JL19
Information Security
Manager II
JL18
Information Security
Manager I
JL17
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
The Domain Information Security Ocer
(DISO) is responsible for facilitating an information
security governance structure through the
implementation of a hierarchical governance program.
A successful candidate will lead the information security
function across the company to ensure consistent
and high-quality information security management in
support of business goals. The DISO must develop an
information security vision and strategy that is aligned
to TMCC priorities, enables TMCC’s business objectives
and ensures appropriate levels of condentiality,
integrity, availability, safety, privacy and recovery of
information assets owned, controlled or/and processed
by the organization.
The Information Security Manager is
responsible for leading and developing a team of
skilled professionals who protect TFS information
and supporting technologies. A successful manager
will engage leaders in information security, legal,
compliance, nance, human resources, privacy and IDS
to build strong relationships and ensure that detective,
protective and response controls meet internal and
external requirements.
Information Security
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We have a 360-degree view of the organization,
strategy and execution. We know where TFS is
going and how we are making an impact to our
digital transformation.”
ANIL LAKHANPAL
Chief Data Platform Ocer
Enterprise Platform Enablement
“
EnterprisePlatform Enablement
The Enterprise Platform Enablement Data &
Integration team’s purpose is to organize data
to make it useful and accessible for TFS and its
partners. We are also responsible for connecting
capabilities across the ecosystem using API(s) and
data integration. We provide services to multiple
stakeholders through the following platforms:
• Data acquisition and publishing
(API/data integration)
• Data quality and governance
• Insights and visualization
• Data science
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12
Enterprise
Architect II
JL20
Enterprise
Architect I
JL19
The Enterprise Architect is responsible for leading and developing a team of product designers and architect
professionals. The successful candidate partners strategically across the organization and with vendor partners to
design, develop, implement and evolve products, operating like an owner of a platform and services company. The
Enterprise Architect is able to impact both technology and business decisions and can eectively articulate and
communicate business alternatives to a variety of audiences across all levels of business and senior leadership with
varying levels of knowledge about the technology underlying the choices.
This role requires a hands-on, detail-oriented, dynamic leader whose track record buys immediate credibility across
a multi-functional team. This person must be a condent communicator who can inuence and build meaningful
relationships inside and outside of his or her department and with all levels of the enterprise.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
Enterprise Architecture
Enterprise Architecture is made up of an
exciting group of individuals prepared to make
a dierence, drive change and continuously
look for opportunities to learn.”
RAVI CHIRUMAMILLA
Chief Technology Architect
Enterprise Architecture
“
Enterprise Architecture
The Enterprise Architecture team
helps shape technology direction and
design by working closely with various
Business Technology Domain teams.
It helps coach and mentor product
designers in establishing technology
roadmaps, technology design and
resolves technology impediments. Our
mission is to bring the design mindset
to all the factories and empower them
to be autonomous yet aligned with the
enterprise design direction.
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13
Learning
The Digital Learning Manager (DLM) has both
strategic and execution delivery responsibilities for
their assigned learning products and teams within the
TFS Digital Academy. The DLM has experience in a high
growth environment, inuencing and advising senior
leadership, and dening product roadmaps. The Digital
Learning Manager thinks entrepreneurially, partners
strategically across the organization and vendor
partners to design, develop, implement and evolve
learning system products that enhance enterprise
learning and teaching capabilities. The DLM is a skilled
learning systems product strategist who constantly
researches best in class learning capabilities in the
marketplace to strengthen TFS learning and teaching
capabilities.
A successful DLM leads and develops a learning
development squad of up to 6 people, interfaces,
cultivates collaborative relationships with stakeholders
and business users and envisions where learning
products will be 3 to 5 years into the future. With these
skills and the ability to eectively probe deeper to
understand true customer needs, the DLM earns the
right to consult on learning systems vision planning and
target setting with key stakeholders.
The Domain Learning Ocer (DLO) is
responsible for leading Digital Learning Masters
(DLM) and their factory teams to dene the learning
design, development, and deployment of the learning
backlog for prioritization of products that their factories
support. The DLO collaborates across the various lines
of business to orchestrate the long-term learning vision
in service to Toyota Financial Services strategic priorities
and Hoshin planning. The DLO works with Senior
Leaders and Executives to identify both current and
future behavior and skill needs to ensure team member
readiness for our future growth and expansion.
The DLO champions adoption of new learning
software into the TFS ecosystem, driving business case
development, ensuring capability and participating in
various Leadership Action Team meetings. The Digital
Learning Ocer role has the responsibility to remove
impediments leveraging Toyota Business Practices and
the well dened TDPS escalation processes. The DLO
maintains relationships with stakeholders within TFS
and extended relationships with AOR and other Toyota
aliates to advance global capabilities by sharing
enterprise knowledge that can accelerate the pace of
learning globally.
Click on bars for job skills. The listed skills are not meant as a checklist for promotion. Click on the
number at the top of the page to return to the career journey table of contents.
Domain Learning
Ocer II
JL20
Domain Learning
Ocer I
JL19
Digital Learning
Manager II
JL18
Digital Learning
Manager I
JL17
35
An immersive program focused on new members to the TFS team.
The TFS Digital Academy is a digital and physical environment for continuously growing TFS into a future
ready digital-savvy team. The academy enables and encourages a continuous Learn, Do, Teach, Do cycle
throughout the team member growth journey. The TFS Digital Academy has 9 institutes that are accessible to
all employees and consultants of Toyota Financial Services.
MobiFin Institute
Productivity Institute
Risk Institute
FinTech Institute
Strategy & Change Institute
InfoSec Institute
27,000+
Total attendees
at classes & events
5,000+
Unique resources
learning & teaching
Agility Institute
Data & Analytics Institute
Strategic Sourcing Institute
Focused on continuous learning and teaching.
Focused on developing digital leadership.
LE RN
36
Inspired to start your impossible? You don’t need to wait for someone else to give
you permission or to do it for you. You are in the driver’s seat. Here are just a few
of the things you can do now and in the future that will make a big dierence:
DRIVE
Your Career Journey
You have the freedom to
create your own career journey,
and we will support you in
unleashing your full potential.
You may encounter challenges
on the road to achieving your
goals. What matters is that you
keep moving forward. Because
when you do, our company, our
customers and our communities
do, too.
And as you establish your brand, build your networks and distinguish yourself
through stellar performance, other development opportunities may be made
available to further accelerate your career growth.
Check each box as you complete your task!
Align your development, growth and contributions to the business with
the Toyota Philosophy and The Toyota Way
Be willing to take on new challenges, work outside your comfort zone
Live your personal brand and perform your very best
Be proactive in talking with your leader about your goals, aspirations
Take advantage of the education opportunities oered by Toyota, whether
that’s in the form of tuition reimbursement, a specialized program from one
of our partners or one of the thousands of virtual courses oered through
Toyota’s LMS (Learning Management System)
Join a BPG (business partnering group) or volunteer through Toyota4Good
Find a mentor (or become one yourself!)
q Have a growth mindset, be curious
q
q
q
q
q
q
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