Manager, Strategy & Execution

RESPONSIBILITIES

• Turn assigned strategic priorities into concrete execution plans in partnership with initiative owners and department leaders.
• For each initiative, help structure the decisions that matter most, the criteria for making them, and who needs to weigh in, then drive toward a decision instead of letting it stall in debate.
• Identify and actively manage cross-functional dependencies, sequencing and execution risks that could prevent initiatives from delivering on plan.
• Pressure-test initiative leads' assumptions and roadmaps, and challenge teams to develop creative, pragmatic solutions.
• Establish a clear governance cadence and single source of truth within high-visibility initiatives, ensuring owners, dependencies, decisions, risks and milestones remain visible and actionable
• Maintain a robust, scalable governance cadence to review, track, and govern progress across the enterprise initiative portfolio.
• Facilitate executive-level reviews to assess initiative health, unlock resources, and support decision-making.
• Surface risks, tradeoffs, and escalations early so leadership can make timely decisions and remove barriers to execution.
• Partner with the Senior Director, Corporate Strategy, FP&A, and functional leads to define enterprise goals, objectives, key results, and success metrics, pressure-testing assumptions and ensuring measures are actionable.
• Set clear thresholds and milestones that make it obvious when to course-correct, keeping teams a step ahead rather than reactive.
• Build and maintain the infrastructure for performance tracking (charters, trackers, dashboards, milestone templates) that gives leadership visibility into progress and performance,
• Track results against plan, identify gaps, and bring alternative approaches to the table when initiatives are off track.
• Contribute to post-mortems that translate lessons into improvements to future initiative execution.
• Support the annual planning process by developing frameworks, timelines, and facilitation materials for workshops, executive-level reviews, and initiative prioritization.
• Coordinate with functional leaders to synthesize cross-functional inputs, surface tradeoffs and translate them into cohesive, actionable plans.