Strategic Business Leader for Hernia Mesh Portfolio

Transforming Lives through Surgical Innovation

The Core Team Leader for the Hernia Mesh portfolio is a Senior Business Leader accountable for decisive action in development projects using the Core Team model. This high-impact role oversees the Hernia Portfolio, responsible for approximately $400M in revenue for the Surgical Operating Unit. The successful candidate will lead the Hernia Mesh Innovations Core Teams in achieving laser-focused delivery of business outcomes aligned with the General Surgical Technologies business strategy. Core Team Leaders are responsible for all aspects of the Core Team project(s), including the formation of high-performance teams adept at project planning and execution for predictable delivery of reliable solutions for commercial release. They also play a key partnering role in mentoring and developing Core Team Members to operate effectively as a cross-functional team. The Core Team Leader is the primary champion for overcoming barriers, driving decisions, and creating a culture of empowerment within the broader organization.

A Day in the Life

As a Core Team Leader, your responsibilities will include:

• Strategic Planning: Cast a compelling vision and define a strategy to meet it, ensuring alignment with other Operating Unit functions.
• Operational Planning: Lead and coordinate Core Team(s) actions required for all business planning cycles.
• Stakeholder Management: Accountable for all Core Team communications with key sponsors and stakeholders.
• Best Practice Process Leader: Champion DRM practices and drive the collection of high-quality VOX input to define solutions that optimize business outcomes.
• Cross-Functional Leader: Effectively leverage the Core Teams(s) as the primary vehicle for working in a project-centric, cross-functional matrix.

Program Leadership

Key responsibilities include:

• Formation of high-performance, cross-functional Core Teams.
• Ensuring Core Team(s) focus on predictability through rigorous planning and execution of project baselines, including scope, cost, schedule, resources, risk, and quality.
• Providing leadership on key project decisions surrounding change control, trade-offs, etc. - arbitrate and resolve escalated issues.
• Championing resource management discussions with functional organizations to ensure all Core Teams are staffed to be successful.
• Ensuring Core Team(s) achieve contracted commitments and performance metrics.
• Development and execution of market commercialization plans and releases to all markets that are in scope.

Talent Development Leadership

Key responsibilities include:

• Leveraging the talents of individual Core Team Members through role definitions within the team.
• Mentor and coach Core Team Members as part of a cross-functional partnership with functional organizations to build a sustainable pipeline of talent.
• Create and cultivate an empowered culture where Core Team Members are encouraged to think critically and make decisions - build competency and capability across the core team.

Program Management Career Stream

Program Managers and Directors focus on tactical, operational activities for a major program with broad or ongoing impact. Levels within the program management career stream typically accomplish program objectives through matrixed employee teams and/or vendors who are not direct reports but for which the incumbent has direct accountability to lead. Most of the time is spent overseeing their area of responsibility, managing program/team performance, communicating project and operational developments, planning, prioritizing, and/or directing the responsibilities of program team members. Goal achievement is typically accomplished through performance of program team members.

Differentiating Factors

This role offers:

• Autonomy: Manages multiple major, strategic programs and initiatives across the organization that require strong influence outside of immediate program stakeholders. Is accountable for overall program portfolio success. Assesses business strategy and recommends new programs or program changes.
• Organizational Impact: Establishes program portfolio objectives, timelines, milestones, and budgets for multiple interconnected programs. Identifies business need and establishes new policies and procedures that affect program management. Has budget accountability for one or more strategic programs. Program decisions are made independently with strategic or costly decisions recommended to higher-level management.
• Innovation and Complexity: Problems and issues faced are complex, undefined, and impact multiple businesses, functions, or programs, where information is typically difficult to obtain and extensive investigation to understand the root cause of problems is required. Responsible for changing or improving upon entire processes or systems using significant conceptualizing, reasoning, and interpretation skills.
• Communication and Influence: Communicates and conducts briefings with senior or executive leadership regarding new strategic program proposals and critical program outcomes. Serves as principal spokesperson for multiple programs, interacting with leaders and executives on highly significant matters. Influences across functions, businesses, and with external stakeholders to gain support of strategic programs where there are competing objectives and perspectives.
• Leadership and Talent Management: Leads a matrixed large unit that typically includes multiple teams led by Program Managers and/or vendors. Approves tasks and schedule necessary for successful program execution. Not directly responsible for hire or fire decisions and people management.

Must Have: Minimum Requirements

• Requires advanced management and leadership knowledge to lead cross-department project teams or manage across multiple functions.
• Typically has mastery of mechanical engineering competencies, or broad expertise across multiple related disciplines.
• Has good knowledge of marketing and/or commercial best practices.
• Knowledge of portfolio management and good understanding of portfolio strategic decisions.
• Requires a Baccalaureate degree (or for degrees earned outside of the United States, a degree which satisfies the requirements of 8 C.F.R. § 214.2(h)(4)(iii)(A))
• Minimum of 15 years of relevant experience with 10+ years of managerial experience, or advanced degree with a minimum 13 years of relevant experience and 10+ years of managerial experience.
• Demonstrated executive leadership presence.
• Proven oral and written communication skills.
• Proven analytical and critical thinking skills.
• Financial acumen

Nice to Have

• Medical Device industry experience - knowledge of new product development, DRM, clinical trial management, quality systems, global regulatory experience.
• Experience developing solutions for surgeons - specifically using open, laparoscopic, endoscopic, and/or robotic approaches.
• Advanced degree such as MS, MBA, with strong financial acumen.
• Knowledge of patient safety, quality, clinical research, strategic planning.
• Strong "influence management" skill set demonstrated in a corporate environment.
• Demonstrated success in effectively managing teams, executing on projects, and communicating expectations.
• Demonstrated ability to lead collaboratively in a diverse, global, matrixed organization.
• Knowledgeable of U.S. Food and Drug Law and WW regulatory, device safety, and/or regulatory/clinical research.