If you work on configuration management, cloud automation, monitoring, deployment automation, continuous delivery, infrastructure agility then it's an extremely adept label for what you do. This work is at the intersection of development and operations and empowers both sides to deliver business value better.
Likewise, if you work as a higher level change agent, breaking down dev/ops siloes, removing bureaucracy, empowering people to deliver, refocusing dev/ops on business delivery etc etc then DevOps is also a really nice badge to describe what you do.
If you cover both of these then you are squarely at the root of the DevOps philosophy. Wear that title with a badge of honour because it's tricky but extremely valuable if you can carry it off.
From the article: When you are the Head of DevOps, you “Own” DevOps. If DevOps fails it is your failure, when it should be a failure of the entire company to change, adapt, and accept the cultural shift.
If you are the director of DevOps then it is your job to influence and deliver that cultural and organisational change as well as just running operations. If you do the latter then you've simply given yourself an inappropriate job title. It doesn't mean it's a bad one in other contexts.