Principal, Program Execution

About Us

Wellington Management offers comprehensive investment management capabilities that span nearly all segments of the global capital markets. Our investment solutions, tailored to the unique return and risk objectives of institutional clients in more than 60 countries, draw on a robust body of proprietary research and a collaborative culture that encourages independent thought and healthy debate. As a private partnership, we believe our ownership structure fosters a long‑term view that aligns our perspectives with those of our clients.

The Infrastructure Platform is the team enabling the ambitious growth agenda of the firm and we are looking for a candidate who can help connect strategy to execution. You will own the planning cycles and governance structures that connect firm priorities to how our seven Infrastructure functions operate, build reporting mechanisms that give the leadership team real visibility into outcomes, and bring a clear analytical mind to operating model questions as the business evolves.

The right candidate likely comes from a top tier strategy consulting firm and is eager to drive ownership and build things that matter inside a firm they can grow with. If ambiguity energizes you and you are genuinely curious about how large organizations execute strategy, keep reading!

Build and maintain the planning architecture that connects the Infrastructure strategic plan to how functions set priorities, make decisions, and track progress. In practice, this means owning the annual and quarterly planning cycle end to end, running the operating cadence for the leadership team, and making sure the right conversations are happening at the right level. When a functional leader submits their annual business plan, you are the person who checks whether their priorities are sequenced correctly, whether their metrics are measuring outcomes rather than activity, and whether their plan actually connects to the platform strategy before it goes to the COO.

Bring a consistent, systems-level approach to how the Infrastructure Platform operating model needs to evolve as the business changes. We should be regularly asking whether the way we are structured still makes sense, whether work flows the way it should, and where the design itself is creating friction. If two functions are solving the same problem independently, that is a design question.

If a governance structure is producing decisions too slowly for the pace of the work, that is also a design question. You will diagnose these things clearly, develop recommendations, and work with the leadership team to implement changes in a sequenced, practical way.

Own the design and operation of the Infrastructure strategy scorecard. That includes defining the right metrics, building the mechanisms to collect and track them, and producing reporting that tells a clear story about outcomes. Today the platform has no consistent view of which strategic initiatives are on track, which have stalled, and why. You build that, keep it current, and make sure it surfaces the right issues early enough for leaders to act.

That includes tracking progress against strategic outcomes across the platform and producing the exec‑level reporting the leadership team needs to make good decisions.

Proactively identify and track risks and issues across the platform's strategic initiatives, and make sure the right people are seeing the right information at the right time. That includes managing dependencies across functions and work streams, developing recommendations for how to resolve blockers, and giving the leadership team time and options to respond before situations become difficult.

• Product model integration – We are implementing a product operating model to help execute our technology priorities. Some functions are further along than others, and the governance and prioritization practices that should sit around a product model are still being built. There are places today where a product owner and a…