Strategy and Operational Excellence Lead

Strategy And Operational Excellence Lead (Director)

Strategy and Operational Excellence Lead (Director), reporting to the Head of U.S. Oncology Business Unit (OBU) Strategy & Business Operations, serves as a senior strategic and operational advisor responsible for shaping and activating the U.S. Oncology strategy by translating enterprise and business unit priorities into actionable plans, governance structures, and measurable outcomes. The role drives operational excellence and enterprise-visible cross-functional initiatives that simplify processes, strengthen organizational effectiveness, and accelerate sustainable value delivery.

Working across a complex matrix environment, this leader establishes operating discipline, guides strategic decision-making, anticipates risks, aligns stakeholders, and ensures accountable execution of key business priorities. The position also champions a high-performing, values-based culture grounded in Takeda-ism and the organization's cultural pillars, delivering meaningful business and organizational impact through disciplined execution, collaboration, and continuous improvement.

Strategy Activation & Enterprise Alignment

• Lead the refinement, socialization, and activation of business-unit strategy, priorities, critical success factors, and multi-year roadmaps with leadership and cross-functional stakeholders.
• Own the translation of strategy into integrated operating plans, clear decision rights, accountabilities, performance measures, and communications that enable sustained execution.
• Provide senior-level thought partnership by synthesizing internal and external insights, framing enterprise trade-offs, and advancing clear recommendations for leadership decisions.
• Ensure business-unit strategy and execution remain connected to Takeda enterprise priorities, global direction, portfolio needs, and patient and customer outcomes.

Operational Excellence & Portfolio Leadership

• Set a new standard of operational excellence by building capabilities, streamline processes, automate approaches, and leverage systems, tools and technologies to elevate and scale US Oncology operations.
• Support cross-functional initiatives from strategy through implementation, establishing outcomes, governance, resources, and change approaches.
• Establish scalable frameworks, standard work, tools, and governance that improve consistency, transparency, speed, and decision quality while reducing unnecessary administrative burden.
• Maintain oversight of initiative health, resources, milestones, risks, and interdependencies; intervene early and escalate issues with clear options and recommendations.
• Build practical portfolio dashboards and performance measures that enable prioritization, accountability, and data-informed decisions.
• Partner with Corporate Communications to refine and deploy internal leadership communications that connect enterprise priorities, business decisions, ways of working and culture.
• Oversee Home Office Huddles and Town Hall operations and logistics, including agendas, presentation creation, and stakeholder engagements.
• Partner with Finance and business leaders to influence resource allocation, maintain budget visibility, and drive responsible stewardship aligned with strategic priorities.

Leadership Governance & Operating Rhythm

• Establish and continuously improve governance and operating rhythms for the US Oncology Business Unit, leadership and cross-functional forums, including annual and quarterly planning, Leadership meeting agendas, pre-reads, decision documentation, and follow-through.
• Develop clear and concise narratives, presentations, reports, and recommendations that clarify choices, risks, trade-offs, and expected impact.
• Maintain an integrated business-unit milestone view to anticipate dependencies, sequence decisions, and resolve execution conflicts.
• Help support a culture of accountability by ensuring decisions, commitments, owners, timing, and outcomes are visible and actively managed.
• Build trusted senior-level relationships, influence without authority, resolve competing viewpoints, and enable timely enterprise-minded decisions.
• Facilitate leadership workshops and working sessions that convert ambiguity into aligned choices, concrete outputs, and accountable next steps.

Culture, Engagement & Capability Building

• Lead cross-functional culture and employee-engagement initiatives aligned to strategy and organizational health priorities.
• Create inclusive forums and communication approaches that amplify colleague voice, reinforce shared purpose, and strengthen connection across the organization.
• Lead home office new hire onboarding, provide an inclusive environment to share knowledge and accelerate learning.
• Model Takeda-ism and focus on six culture pillars: patient-centricity, people-mindedness, respect and collaboration, high performance, decision effectiveness and enterprise orientation.

• Bachelor's degree in business, life sciences, healthcare, organizational…