The role is built to run GDC in a coordinated manner. It owns the cross-initiative cadence — weekly working sessions, status reviews, leadership briefings — and enforces consistency in how the GDC designs services, documents processes, measures performance, and adopts AI. It is equal parts business analyst, chief of staff, and transformation operator.

Key Responsibilities

Strategic Execution — Ideas to Implementation

• Translate intent into structure: Translate the Head of GDC's ideas, hypotheses, and verbal direction into structured artefacts — workplans, narratives, frameworks, and decks — that move concepts from thinking to action.
• Own the through-line: Drive end-to-end implementation of those initiatives across functions; own the through-line from concept, to pilot, to scaled rollout, to post-implementation review.
• Synthesise for leadership: Produce leadership-grade materials (executive narratives, operating-model documents, briefings) that synthesise complex inputs into a clear point of view and a decision.
• Run the agenda: Run the Head of GDC's working agenda — anticipate next decisions, sequence the right conversations, and keep priority initiatives unblocked.

Cross-Initiative Coordination & Standardisation

• Operate as the single point of coordination across all GDC initiatives — Finance Ops, HR Ops, Consulting Support, IT, Service Design, and Change Enablement — so that workstreams move in step, not in silos.
• Own and run the GDC cadence: weekly working sessions, BOW status reviews, tower stand-ups, and cross-functional escalation forums. Drive crisp agendas, decisions, and follow-through.
• Enforce shared standards — process documentation frameworks, service catalogue formats, RACI templates, and reporting structures — so every workstream produces consistent, reusable artefacts.
• Surface dependencies, conflicts, and trade-offs between initiatives early; broker resolution across tower leads and functional partners.
• Act as the trusted intermediary between the GDC, ERM functional leaders, external partners, and senior stakeholders (Steve, Jay, regional and functional Partners).

Operating Model & Service Design Stewardship

• Steward the GDC operating model and service design roadmap as living documents — keep them current, version-controlled, and aligned to the latest strategic direction.
• Design service catalogues, intake models, and engagement frameworks for new towers as the GDC scales (Wave 2 transitions, new functional buildouts, Bangalore expansion).
• Build process documentation in a standardised format that is reusable, auditable, and ready for handover to operating teams.
• Bring structured problem solving and operating-model design discipline to every new GDC initiative.

AI & Data Enablement

• Use-case pipeline: Build and maintain a prioritised pipeline of GenAI and automation use cases across GDC functions, sized by effort, value, and risk.
• AI tool deployment: Lead rollout of Microsoft 365 Copilot, Cowork, and other AI tooling across the GDC — from configuration and pilot to scaled adoption and measurement.
• Requirements translation: Translate operational pain points into AI and data requirements; partner with Digital, Data, and Engineering teams to design solutions that fit GDC workflows.
• Lead by example: Use AI tooling personally and aggressively to accelerate the role's own output — drafts, analysis, synthesis, decks — and set the standard for AI-augmented work in the GDC.
• Measurement & tuning: Define and track AI ROI — efficiency gains, hours released, quality improvements, adoption depth — and tune prompts, workflows, and governance continuously.

Performance, Governance & Analytics

• Define and track KPIs covering GDC performance, project health, adoption, efficiency, and capability maturity — including leading indicators, not just lagging outcomes.
• Build self-service dashboards and analytical products (Power BI, Excel models, lightweight pipelines) that give the leadership team real-time visibility into operations and outcomes.
• Support Control Tower visibility by ensuring accurate, governed, timely data flows into leadership dashboards.
• Own data quality and integrity across performance reporting; standardise definitions, sources, and refresh cadences.
• Drive risk, issue, and dependency tracking across the GDC portfolio; escalate early and design mitigations.

Qualifications & Experience

• Experience: 10–14 years in management consulting, business analysis, transformation PMO, chief-of-staff, or operating-partner roles — ideally with global delivery, shared-services, or large-scale change programme exposure, and a track record of operating credibly with Director- and Partner-level stakeholders.
• Idea-to-implementation: Demonstrated ability to take a senior leader's ideas and turn them into structured materials and implemented outcomes — without needing to be told the steps.
• Coordination: Strong cross-functional orchestration skills — runs cadences, holds workstreams accountable, manages up and across with equal comfort.
• AI fluency: Hands-on with generative AI in an enterprise setting — Microsoft 365 Copilot, Cowork, ChatGPT Enterprise, or comparable. Comfortable with prompt design, agent configuration, and AI governance.
• Data & analytics: Solid analytical and data skills — Power BI or equivalent, advanced Excel, SQL fundamentals. Python or no-code automation (Power Automate, Make) is a plus.
• Communication: Advanced PowerPoint, executive storytelling, and crisp business writing. Comfortable producing materials directly for Partners and global functional leaders.
• Preferred: Exposure to operating-model design, service design, process documentation standards (Visio / equivalent), and transformation governance is preferred.

Personal Attributes

• High ownership; treats the Head of GDC's priorities as their own.
• Structured thinker; first-principles, analytical, with a strong instinct for sequencing.
• Connector and integrator — naturally pulls threads together across people, functions, and workstreams.
• Data-driven mindset; reaches for evidence before opinion, and builds the evidence when it does not exist.
• Experimentation mindset; comfortable with ambiguity, iterates quickly, and learns from failed pilots.
• Quietly authoritative — earns the room through clarity, preparation, and follow-through, not volume.
• Adaptable and resilient in a fast-paced, build-as-you-fly environment.

Success Metrics

• Strategic ideas from the Head of GDC reliably reach implementation — on schedule, with quality, and with measurable outcomes.
• Cross-workstream coordination is observably tighter — fewer surprises, faster decisions, cleaner handovers.
• Standardised frameworks (service catalogues, process documentation, reporting) are adopted across every GDC tower.
• AI and automation adoption depth across target GDC functions, with measurable efficiency and quality gains.
• Leadership materials, dashboards, and governance artefacts are consistently high-quality and timely.
• The Head of GDC can step back from day-to-day coordination because this role is running it.