VPII, Enterprise AI Portfolio Strategy Leader

• A living AI strategy, revisited on a defined cadence, that product and technology leaders treat as their prioritization input rather than a document they nod at once a year
• Funding and resourcing decisions for AI initiatives traceable back to a stated strategic rationale, not made ad hoc
• Demonstrated ability to shift the roadmap in response to a new signal - a competitor move, a regulatory shift, a cost curve change - inside a single planning cycle, not a fiscal year
• Product and technology leaders describe the strategy function as a partner that removes ambiguity, not one that adds a layer of review

- Environmental Scanning & Competitive Intelligence Own the firm's outward-facing view of the AI landscape: what's changing in the industry, what competitors are doing, and what it means for us before it becomes obvious to everyone else. This pillar turns that scanning into decisions - gaining alignment across the firm on build-versus-buy calls, pricing and monetization approaches for AI-enabled offerings, and the operating model under which we deploy AI capability. Outcomes that define success:

• A standing view of the competitive and industry landscape that decision-makers actually use when a build-vs-buy or vendor question comes up
• Build-versus-buy positions documented, defensible, and revisited as the market shifts underneath them
• A pricing and monetization point of view for AI-enabled products that finance, product, and business leaders are aligned behind
• A clearly articulated AI deployment operating model - how capability gets built, governed, and rolled out - that the organization can point to instead of relitigating each time

• The enterprise AI portfolio has a single, credible view of status, risk, and dependencies that business, product, technology, risk, and legal leaders all recognize as accurate
• Cross-functional blockers get resolved in days, not quarters, because this role owns getting the right people aligned fast
• Business outcomes tied to the enterprise AI portfolio - not just delivery milestones - are tracked and reported on a cadence leadership trusts
• Risk and legal are engaged as design partners early in the roadmap, not as a late-stage gate

r: This is a business-seat role within the firm's transformation office. We are weighting judgment, alignment, and speed of execution technical depth.

• Demonstrated experience owning AI strategy from a business seat, including translating strategic direction into funding and prioritization decisions that a product and technology organization actually executed against
• A track record of gaining alignment across business, product, technology, risk, and legal stakeholders who did not start out aligned - and doing it on a timeline the business needed, not the timeline that was comfortable
• Fluency in the commercial and competitive dimensions of AI: build-versus-buy tradeoffs, pricing and monetization models for AI-enabled products, and the operating models firms use to deploy AI at scale
• Experience running environmental scanning and competitive intelligence as a decision-making input, not a reporting exercise - you can point to calls that changed because of what you surfaced
• Direct experience as a program or initiative lead for cross-functional, multi-stakeholder efforts, comfortable being the accountable owner when no single function can drive outcomes alone
• A demonstrated balance of strategic agility and operational excellence - equally credible setting direction and getting into the operational detail required to make that direction real
• Industry chops: enough firsthand exposure to how AI is actually being built, bought, priced, and deployed across the industry to have an informed, current point of view - not a secondhand one
• The ability to move fast across many aspects of the work simultaneously, without needing the organization to slow down and wait for sequential handoffs
• BA/BS required; MBA or equivalent advanced degree a plus.

You will be a fit for this role if the prospect of owning the connective tissue between AI strategy and AI execution - and being the person the firm counts on to gain alignment and make it move - is more interesting than owning one piece of the AI stack in isolation.