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The VP, Strategic Planning and Initiatives occupies a unique position in the division's leadership structure. The role sits within the President's office and operates with delegated authority in defined domains. It is not a line of leadership role - it does not hold formal supervisory authority over the President's direct reports - but it is expected to function as a peer to that group in terms of organizational weight, credibility, and access.

The role handles matter of significant sensitivity, including confidential personnel and organizational issues, cross-divisional political dynamics, and matters with board or enterprise-level exposure. Absolute discretion, sound judgment, and the ability to navigate complexity with composure are non-negotiable requirements.

The VP, Strategic Planning and Initiatives will have two direct reports: the Senior Executive Administrator, responsible for the President's calendar management, travel, expenses, task management, meeting prep, and other administrative responsibilities; and Program and Resource Fellow, responsible for providing project support.

Key Responsibilities

1. Executive Advisory and Decision Support

• Serve as a trusted thought partner and sounding board to the President on strategic, organizational, and operational matters.

• Prepare the President for key meetings, decisions, and engagements - synthesizing information, anticipating questions, and surfacing relevant considerations.

• Track decisions, commitments, and follow-through across the leadership team; flag risks or gaps before they become problems.

• Manage the flow of information to and from the President's office, ensuring timely, accurate, and actionable communication.

2. Strategic Planning - Facilitation to Ownership

This responsibility could evolve over time as the VP, Strategic Planning and Initiatives builds organizational relationships and demonstrates effectiveness.

• Year 1 - Facilitate and support: Coordinates and manages the strategic planning process under the President's close direction; ensures the process runs effectively, structures inputs from the leadership team, and produces clear documentation of priorities, goals, and accountabilities.

• Year 2 - Lead with oversight: Takes ownership of the planning process design and facilitation; drives timelines and deliverables; brings recommendations to the President for review and approval; manages leadership team engagement throughout.

• Year 3 and beyond - Own: Holds full accountability for the strategic planning process; translates the President's vision into a structured, actionable, multi-year plan; leads execution tracking and mid-cycle adjustments.

3. Operating Rhythm and Leadership Team Effectiveness

• Design and manage the division's operating calendar, including leadership team meetings, planning cycles, performance reviews, and key governance touchpoints.

• Ensure leadership team meetings are well-structured, purposeful, and outcome-oriented - preparing agendas, managing pre-reads, facilitating follow-through decisions.

• Monitor the effectiveness of cross-functional collaboration; identify and address breakdowns in coordination, communication, or accountability.

• Serve as a trusted coordinator among the President's direct reports - managing alignment and operating rhythm without directing or superseding their authority.

4. Strategic Initiative Oversight

• Lead or co-lead cross-functional initiatives on behalf of the President, carrying full accountability for scope, timeline, and outcomes - not merely visibility and monitoring.

• Coordinate the work of multiple leaders and teams on high-priority projects; remove obstacles, resolve ambiguity, and escalate risks appropriately.

• Ensure the President has accurate, timely visibility into the status of strategic initiatives and that leaders are meeting their commitments.

• Building off the Division's annual planning and the implementation of Enterprise's Strategic Framework, and in coordination with the VP of Business Operations, develop a process for elevating initiatives and opportunities for investment by the Resource Allocation Framework.

5. Organizational Health and Culture

• Serve as an early-warning system for organizational risk - monitoring team dynamics, morale, and cultural health across the division.

• Identify emerging tensions, trust deficits, or dysfunction within the leadership team or broader division and surface them to the President with recommended responses.

• Support the design and execution of culture-building initiatives; ensure organizational values are reflected in internal practices and operating norms.

• Oversee implementation of Division's action plan based on bi-annual employee survey results and future of work initiative.

6. Information Architecture and Communications

• Design and maintain systems that ensure information flows efficiently across the division - reducing bottlenecks, duplication, and gaps.

• Oversee the development of key internal communications from the President's office, ensuring clarity, consistency, and alignment with organizational priorities.

• Manage the President's communication calendar and ensure that key messages reach the right audiences at the right times.

7. External Engagement Coordination

• Coordinate and prepare the President for external engagements - including partner meetings, stakeholder interactions, and governance appearances - ensuring thorough briefing and follow-through.

• Represent the President in select external settings where delegated; manage relationships with key external contacts on the President's behalf as appropriate.

• Coordinate inter-divisional and cross-organizational relationships to advance the division's priorities.

• Manage the Enterprise Community Leadership Council

8. Change Management

• Support the planning and execution of organizational change initiatives - including restructuring, process redesign, and major strategic pivots.

• Build stakeholder buy-in for change; manage communications and engagement strategies that reduce resistance and sustain momentum.

• Monitor organizational response to change and advise the President on adjustments needed to maintain effectiveness and trust.