VPII, Enterprise AI Portfolio Strategy Leader

_ Lead with Purpose, Unlock Your Team’s Passion _

At LPL, people leaders hold the key to the employee experience — shaping culture, driving performance, and guiding individuals to new heights. Because when that happens, we all win – clients, LPL, and most importantly our, employees.

The VPII of Enterprise AI Strategy within LPL’s Transformation Office exists to ensure that LPL’s AI strategy drives and shapes a multi-year roadmap that delivers AI-native products that transform our advisor and employee experience. This role is responsible for partnering deeply with our enterprise strategy, and enterprise AI product and technology leaders to ensure effectiveness of the firm’s AI strategy. In addition, the VPII runs point as Portfolio Lead for the enterprise AI portfolio— the connective tissue across business, product, technology, risk, and legal that turns strategic intent into a business outcome.

This is a business-seat role requiring strategic fluency balanced with business outcome-focused execution capabilities and the ability to drive and align across the enterprise.

Parter with enterprise strategy and AI product and tech to set the firm’s business strategy for AI: where we’re going, why, and in what order. This means partnering directly with the product and technology organization to translate strategic direction into a roadmap they can build against, and tying that strategy to the prioritization and funding decisions that determine what actually gets resourced.

Strategy that isn’t connected to a budget line is a wish list; this pillar exists to make sure that never happens.

• A living AI strategy, revisited on a defined cadence, that product and technology leaders treat as their prioritization input rather than a document they nod at once a year
• Funding and resourcing decisions for AI initiatives traceable back to a stated strategic rationale, not made ad hoc
• Demonstrated ability to shift the roadmap in response to a new signal — a competitor move, a regulatory shift, a cost curve change — inside a single planning cycle, not a fiscal year
• Product and technology leaders describe the strategy function as a partner that removes ambiguity, not one that adds a layer of review

Own the firm’s outward-facing view of the AI landscape: what’s changing in the industry, what competitors are doing, and what it means for us before it becomes obvious to everyone else. This pillar turns that scanning into decisions — gaining alignment across the firm on build-versus-buy calls, pricing and monetization approaches for AI-enabled offerings, and the operating model under which we deploy AI capability.

• A standing view of the competitive and industry landscape that decision-makers actually use when a build-vs-buy or vendor question comes up
• Build-versus-buy positions documented, defensible, and revisited as the market shifts underneath them
• A pricing and monetization point of view for AI-enabled products that finance, product, and business leaders are aligned behind
• A clearly articulated AI deployment operating model — how capability gets built, governed, and rolled out — that the organization can point to instead of relitigating each time

Act as Portfolio Lead for the enterprise AI program: the person accountable for making sure the firm actually executes on the strategy this role sets. That means working continuously with key leads across business, product, technology, risk, and legal — not as a status-collector, but as the person who surfaces where execution is at risk, resolves…