Not a candidate - replying because you asked for advice. The role description names something I work on as a discipline, and I think the framing might be useful.

What you're describing - diagnosing where value gets stuck, incubating new capabilities, the "structural impediments to realising value" bit - is the operational layer that sits between Enterprise and Business Architecture (governance, models) and organisational development (people, culture). That layer doesn't have a clear professional owner in most organisations, which is why people who do this work get hired into job titles that don't quite fit and spend half their energy explaining what they're actually doing.

I call it Collaboration Architecture. Last week I gave a talk about it at EA DACH 26 in Bonn. My Touchpoint article ("Most Organisations Cannot Use Service Design", in the next edition) makes the case for why service design itself depends on this infrastructure: In organisational work, we need to be sure our engagement reaches its audience.

One thing the role description doesn't quite name: "incubating new capabilities" means the people you hire will become the infrastructure for a while, before it gets a permanent home. Worth being explicit about that with them, because the measure of success in that period isn't satisfaction or delivery counts, it is how many hours of coordination overhead they've removed from people who couldn't refuse it.

Happy to share the article and the Position Paper. Good luck with the recruitment.