Senior Director Growth Strategy

The Enterprise Growth team, led by the Chief Growth Officer, exists to bring clarity, focus, and economic discipline to Staples' growth agenda, by enabling better and more informed choices about where and how to grow. The team will act as a custodian of enterprise focus, a translator of strategy into tactical execution, and an embedded thought partner to the Senior Leadership Team (SLT).

In this role, the team is tasked with ensuring the company grows profitably and sustainably, serving as an integrator across businesses and functions to connect strategy to execution, clarify trade‑offs, and focus resources on the highest‑return opportunities.

Senior Director of Growth Strategy will lead the coordination and refinement of Staples' strategic planning process (the Growth Pyramid) by translating strategic intent into a small, durable set of measurable growth priorities, each with clear pathways, milestones, and success criteria. Reporting directly to the VP of Enterprise Growth Strategy, this leader will also develop new scenario planning capabilities (base/upside/downside analyses) to refine strategic prioritization and will track progress against growth priorities and surface risks across the enterprise.

This is a highly visible role requiring the ability to interface seamlessly with SLT members. It demands professional poise and deep business acumen that allows the senior director to earn trust and establish credibility. The Senior Director will manage a team of 2–3 associates and serve as a critical connective point between enterprise strategy and functional execution, ensuring alignment across Merchandising, Sales, Marketing, Digital, Supply Chain, Stores, and Revenue Management.

• Orchestrate the quarterly and annual Growth Pyramid planning cycles, converting enterprise priorities into clear growth pathways with milestones and success criteria.
• Coordinate enterprise‑wide inputs into growth pyramid reviews and planning cycles.
• Support annual and multi‑year planning by aligning the growth agenda to longer‑term business plans.

• Own and operate a standardized enterprise growth portfolio management discipline, ensuring all growth initiatives are evaluated and governed using consistent investment cases (e.g., ROI, NPV/IRR, LTV/CAC where applicable).
• Establish and enforce stage gates for initiatives (idea → validation → scale), including clear entry/exit criteria and escalation paths.
• Track benefits realization against approved business cases to ensure promised value delivered.
• Maintain a single enterprise portfolio view that reflects initiative dependencies, constraints, and sequencing across functions.

• Track progress against growth priorities and surface risks.
• Establish cadences for monitoring execution of top growth initiatives ensuring owners are accountable for outcomes.
• Facilitate course corrections via data‑driven insights.

• Facilitate alignment among functional leaders so that Merchandising, Sales, Marketing, Digital, Supply Chain, Stores, and Revenue Management are pulling in the same direction, with fewer conflicting priorities and clearer enterprise trade‑offs.
• Ensure growth initiatives are launched with clear ownership and alignment across functions.
• Drive accountability to standards with appropriate escalation/intervention.

• Frame and support enterprise growth trade‑offs by enabling explicit, economically grounded choices.
• Ensure decisions in growth forums are framed with clear options, impacts, and recommendations.
• Structure strategic reviews to focus on choices and implications, not lists of initiatives.

• Serve as a trusted strategic advisor to SLT.
• Partner with the Market & Competitive Strategy team to translate market, customer, and competitive signals into explicit growth bets and where‑to‑play / how‑to‑win choices.
• Build an insight‑to‑decision cadence (monthly signal review feeding Pyramid).
• Define, maintain and govern the enterprise growth scorecard.
• Establish key metric definitions and connection to P&L impact.