Director, Strategic Segments & Market Intelligence

The Company

Perkin Elmer is a global analytical services and solutions provider with offerings including the leading One Source Field and Laboratory services business that serve the biopharma, food, environmental, safety and applied end markets to accelerate scientific outcomes. Since 1937, Perkin Elmer has served as a trusted partner in laboratory analysis and management and today complements its service offerings with a broad portfolio of atomic spectroscopy, molecular spectroscopy, and chromatography instruments, consumables, and reagents.

With a dedicated team of more than 5,000 team members, the Company serves customers in more than 35 countries. Additional information is available at

Purpose

Perkin Elmer is seeking a Director, Strategic Segments to build and lead the organisation’s cross-product-line market intelligence capability. This is a function-building leadership role: the Director will own the entire Strategic Segments discipline — establishing the methodology, managing a team of 6–7 Strategic Segment Managers, and synthesising their individual market insights into a coherent company-level view of where and how Perkin Elmer competes across its seven priority end markets.

Where each Strategic Segment Manager is the world’s best expert on a single market, the Director holds the panoramic view. They see patterns across markets, identify investment themes that cut across product lines, and bring the full weight of Perkin Elmer’s segment intelligence into conversations with VP Product Lines, VP Marketing, the CTO, and commercial leadership.

The Director serves as the structural bridge between the market and the portfolio. Their team’s output — Market Requirements Documents (MRD), segment value propositions, application note roadmaps, and go-to-market playbooks — is the primary external-facing input into Perkin Elmer’s product strategy. The Director will drive the establishment of annual global growth priorities across product lines. This role ensures that input is consistently rigorous, commercially grounded, and operationally useful.

Responsibilities

Team Leadership & Function Building

• Build, lead, and develop a team of 6–7 Strategic Segment Managers covering Environmental, Food & Beverage, Pharma/Biotech, Industrial Materials, Semiconductor & Electronics, Petrochem & Energy, and emerging segments as the portfolio grows
• Establish and continuously improve the function’s operating model: MRD standards and templates, VOC programme structure, segment review cadence, and quality bar for deliverables
• Coach Segment Managers to become recognised external thought leaders in their respective markets, increasing Perkin Elmer’s scientific credibility and commercial pull
• Set clear performance objectives for each Segment Manager, conduct regular reviews, and manage talent development, succession, and hiring within the function
• Build the function from the ground up in Phase 1, recruiting the first Segment Managers, establishing processes, and creating the organizational muscle before scale in Phase 2

Cross-Segment Portfolio Strategy

• Synthesize individual segment intelligence into a company-level market view — identifying cross-segment themes, recurring customer workflow patterns, and investment priorities that no single product line can see alone
• Own the annual Segment Strategy Review: a consolidated assessment of all seven markets, competitive landscape shifts, regulatory tailwinds, and prioritised investment recommendations presented to VP Product Lines and CTO
• Identify white space opportunities that cut across product lines — markets or workflow gaps where Perkin Elmer has no current product, but a credible right-to-win based on existing capabilities
• Maintain a segment priority framework that informs resource allocation across Strategic Segment Managers and influences roadmap weighting across the VP Product Line teams
• Provide input to the CTO and commercial leadership on segment-based portfolio positioning, M&A target screening (market attractiveness lens), and partnership evaluation
• Surface segment-specific portfolio gaps that represent acquisition opportunities, framing them through a market-attractiveness…