Manager, Brand Strategy & Transformation

CREATIVITY IS OUR SUPERPOWER.It’s our heritage and it’s also our future. Because we don’t just make toys. We create innovative products and experiences that inspire fans, entertain audiences and develop children through play. Mattel is at its best when every member of our team feels respected, included, and heard—when everyone can show up as themselves and do their best work every day.

We value and share an infinite range of ideas and voices that evolve and broaden our perspectives with a reach that extends into all our brands, partners, and suppliers.

The Manager, Global Brand Strategy & Transformation is an enterprise program owner responsible for end‑to‑end delivery of defined global brand strategy programs within Mattel’s brand strategy operating model. This role translates enterprise strategy standards into executable programs with clear outcomes, decision points, and adoption metrics—ensuring brand leaders can make disciplined, aligned decisions at scale.

Unlike an execution-only role, this position owns specific programs with outcomes, exercises defined decision authority within approved frameworks, and holds resource accountability for program delivery.

• Own one or more named, enterprise brand strategy programs end‑to‑end (e.g., Enterprise Brand Planning Cycle; Portfolio Prioritization & Investment Governance; Brand Strategy Capability & Training).
• Define program scope, objectives, success metrics, milestones, and deliverables.
• Sequence and prioritize work to ensure brands advance through planning and decision milestones with quality and readiness.
• Ensure programs operate within Director‑approved standards while continuously improving effectiveness.

• Make day‑to‑day program decisions without escalation within approved strategy frameworks, including:
  • Readiness to advance brands through program milestones.
  • Prioritization and sequencing of activities and dependencies.
  • Approval of program templates, deliverables, and standards.
• Identify structural or enterprise‑level issues requiring escalation to the Director.

• Own delivery outcomes for assigned programs, including timelines, quality, and adoption.
• Prioritize and allocate Associate Manager capacity across program activities.
• Coordinate cross‑functional inputs (Brand, Creative, Commercial, Finance, Insights) to deliver program outcomes.

• Partner with VPs, Senior Directors, and Directors to apply brand strategy methodologies to real portfolio decisions.
• Lead program‑specific working sessions and decision forums; translate inputs into decision‑ready narratives.
• Reinforce clarity on roles, expectations, and decision rights related to assigned programs.

• Define program‑level KPIs and adoption measures.
• Track usage, compliance, and effectiveness; surface insights and recommendations.
• Drive corrective actions and iterative improvements to sustain adoption over time.

• Owns execution and outcomes for assigned enterprise brand strategy programs.
• Makes program‑level decisions within Director‑approved frameworks and standards.
• Prioritizes resources and sequencing for assigned programs.
• Escalates only structural, cross‑category, or enterprise conflicts.

• Scope:
  Cross‑category / enterprise program scope spanning all brands and categories.
• Impact:
  Material influence on quality, clarity, and discipline of brand‑level decisions; sustained adoption of global brand strategy practices.
• Stakeholders: VPs, Senior Directors, Directors across Global Brand, Commercial, Creative, and…