Associate Director, Corporate Strategy- Enterprise AI Transformation

The AI TO is responsible for accelerating and scaling responsible AI adoption across Wolters Kluwer by helping functions identify high-value opportunities, reinvent workflows, coordinate enabling resources, govern risk, and deliver measurable business impact. Functions and business owners remain accountable for execution, adoption, and outcomes; the AI TO provides the rigor, expertise, visibility, and support required to accelerate progress. The Associate Director role will work closely with functional leaders, business owners, Finance, Data, Technology, HR, and other stakeholders to determine where AI can materially improve business performance and to build the fact base required to make investment and scaling decisions.

The successful candidate will translate ambiguous questions such as “Could AI fundamentally improve this workflow?” into rigorous, evidence-based answers. This will require understanding how work is performed today, identifying the operational and financial drivers of performance, establishing credible baselines, defining the right KPIs, quantifying value at stake, pressure‑testing assumptions, and measuring whether expected value is ultimately realized. This is a hands‑on strategy and analytics role.

The ideal candidate combines the structured problem solving and business judgment of a strategy consultant with a strong quantitative orientation and a willingness to dig deeply into data, processes, assumptions, and economics.

Primary Accountabilities Identify and diagnose high-value opportunities Partner with functional leaders, process owners, and frontline subject‑matter experts to understand how work is performed today and where AI‑enabled workflow redesign could materially improve business outcomes. Conduct business and process diagnostics to identify bottlenecks, sources of cost, delays, capacity constraints, quality issues, risk, or lost revenue. Help distinguish incremental productivity opportunities from more transformational opportunities to redesign end‑to‑end workflows around human judgment, AI agents, data, and automation.

Assess the scale and materiality of opportunities and identify the key value drivers that determine whether an initiative merits investment. Define KPIs and establish credible baselines Translate broad transformation ambitions into a small number of meaningful business and operational KPIs. Determine how relevant measures are calculated today, where the underlying data resides, who owns it, and what constitutes a credible baseline.

Gather, reconcile, and analyze information across multiple sources to establish current performance, including volumes, cycle times, throughput, productivity, quality, conversion, capacity, costs, customer outcomes, and other relevant measures. Identify data gaps, limitations, and assumptions and develop pragmatic approaches for measuring performance where perfect data is not available. Ensure initiatives have measurable success criteria before investment and implementation decisions are made.

Quantify value at stake Build transparent, driver‑based models that translate changes in operational performance into financial and strategic outcomes. Quantify potential value from revenue growth, productivity, capacity creation, cost reduction, quality improvement, risk reduction, customer impact, or employee experience as appropriate. Develop Year1 and longer‑term value estimates, expected operating costs, required investment, and net business impact. Clearly distinguish between cash savings, capacity released, cost avoidance, revenue improvement, and other forms of value.

Document the critical assumptions behind each value case and identify the sensitivities that have the greatest effect on expected outcomes.…