Sr. Director, Product Intelligence & Marketing Lead

ROLE SUMMARY

The Senior Director, Product Intelligence & Marketing Lead owns two connected mandates for an enterprise portfolio of eight interconnected AI platforms. The first is the measurement framework that proves the value each platform delivers. The second is the product marketing that communicates that value across the enterprise. The role holds accountability for how platform value is measured, understood, and represented to the enterprise.

On measurement, you design, build, and own a shared measurement capability that connects product analytics and value realization across all eight platforms. This capability takes the form of a common measurement contract: a shared set of KPI definitions, scorecard standards, event taxonomy, and value-realization language that every platform aligns to. The guiding principle is to standardize outcomes rather than implementations, so platforms retain local flexibility in how they instrument and analyze while their signals roll up into a comparable enterprise view.

This gives the organization evidence-based answers, drawn from consistent questions across a federated model, to whether the platforms are driving outcomes and creating value both independently and across the colleague journey. On product marketing, you lead a team accountable for the value propositions of the platforms, grounded in the evidence the framework produces. Your team will partner with experience and adoption leads, internal marketing and communications, and event teams so that messaging is clear, consistent, and coordinated.

You are responsible for closing the loop between what is measured and what is marketed. Delivering both mandates depends on close, sustained coordination with the Digital and Product Leads across the eight platforms. This makes the role the connective tissue that links what the platforms do, what they are proven to be worth, and how that value is communicated to leadership across Pfizer.

Own the integrated strategy for measuring and marketing the eight AI platforms, ensuring both efforts answer a common question of what value these platforms create. Establish a consistent set of core questions that every platform can answer, such as whether colleagues are using it, returning to it, and finding value in it, and what decision the answer should inform, even where the underlying signals differ by platform.

Define the value proposition of the platforms and establish how that value is both communicated to internal audiences and proven through measurement.

Design, build, and own a shared measurement contract spanning the eight platforms, comprising KPI definitions, scorecard standards, event taxonomy, reporting requirements, and value-realization language. Standardize outcomes rather than implementations so that platforms keep local flexibility while their signals remain comparable. Establish how data moves from each platform into the framework in partnership with Enterprise Architecture and Data & Analytics, covering instrumentation guidance, telemetry patterns, data contracts, and refresh cadences.

Reconcile differing definitions of adoption, satisfaction, reuse, and value across independently built platforms into a coherent, trusted measurement layer that rolls up from product to platform to enterprise.

Translate platform signals into learnings, trends, and actionable insights, and deliver them through platform scorecards, executive and portfolio-level dashboards, readouts, and narrative reporting that give leadership a consistent view of adoption, engagement, satisfaction, value, and health. Turn that evidence into portfolio steering…