Senior Director, Business Management & Execution Lead

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Skills you'll use

What you'll do

• Enterprise Operating Architecture for the Business Unit
• Design and own the business unit's full operating system: governance model, decision rights, accountability structures, and performance management infrastructure
• Lead the annual planning and goal-setting process; partner with Finance and central teams to translate enterprise priorities into BU-level OKRs, resource allocation, and execution roadmaps.
• Define and continuously improve how the BU makes decisions — which forums exist, who owns what, how escalations work, and how tradeoffs are adjudicated — then hold the organisation to that model.
• Serve as the BU's principal advisor on operational strategy; anticipate structural problems before they surface and arrive with solutions, not just diagnostics.
• OKR, KPI & Performance Stewardship
• Own the BU's performance management architecture end-to-end: OKR design and cascade, KPI definition and instrumentation, leading/lagging indicator tracking, and quarterly retrospectives
• Maintain and continuously evolve executive-ready performance dashboards and scorecards; ensure the BU's performance story is clear, accurate, and decision-ready at all times

Who can apply

• Proactively identify systemic performance gaps — not just individual misses — and bring cross-functional solution proposals to BU and Business Performance leadership
• Cross-Functional Governance & Strategic Initiative Leadership
• Own the BU's relationship and coordination model with adjacent enterprise functions — Finance, HR, Legal, Product, Engineering, GTM, and the central Business Performance team — at a senior level
• Serve as the BU's primary interface into enterprise-wide programs and transformation initiatives; ensure the BU's voice is represented and its commitments are honored
• Lead or executive-sponsor the most complex, ambiguous, or politically sensitive initiatives within the BU — those that require senior judgment, cross-functional authority, and sustained accountability beyond what a program manager can provide
• Actively contribute to enterprise-wide governance standards; flag where BU-level practices diverge from central norms and drive convergence unless a BU-specific exception is clearly justified
• Executive Reporting & Strategic Narrative
• Own the BU's contribution to all executive and board-level performance reporting; this includes monthly operating narratives, QBR materials, investment case updates, and ad hoc C-suite readouts

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