Senior Principal, Enterprise Strategy & Strategic Opportunities

The Senior Principal Enterprise Strategy & Strategic Opportunities is a senior leader within Enterprise Strategy Ventures & Innovation responsible for shaping and advancing high-value enterprise and business strategies. The role will own a portfolio of consequential opportunities and unresolved strategic questions with primary focus on critical problem solving business opportunities and new growth and business innovation. The Senior Principal will turn broad ambiguous questions into clear strategic choices opportunity cases and executive-ready recommendations that drive enterprise value.

The Senior Principal will also provide senior leadership capacity across the broader Enterprise Strategy agenda including enterprise strategic positioning and competitive strategy and enterprise-choice work long-term enterprise strategy and strategic priorities strategy development and selected strategic planning priorities. The role will operate across enterprise trade-offs portfolio implications and cross-business opportunities regularly engaging ELT members business unit and corporate function and shared services leaders and other senior stakeholders. Two positions may be hired against this common role profile with portfolios flexed over time based on enterprise priorities individual strengths and demand.

This leader is expected to combine strong external orientation strategic judgment commercial insight and the ability to lead through influence. The Senior Principal will autonomously drive major bodies of work mobilize cross-functional teams build trusted relationships across the enterprise and serve as a thought partner to senior leadership on opportunities risks and new solutions.

Key Responsibilities

Strategic Opportunities & Critical Problem Solving

• Own a portfolio of the most important unresolved enterprise or business questions and convert broad asks into structured decision-ready strategic options.

• Identify and evaluate growth opportunities strategic adjacencies partnerships capability plays and business development pathways that can create meaningful enterprise value.

• Lead rigorous problem framing issue-tree development strategic and economic analysis scenario assessment and recommendation development.

• Clarify enterprise trade-offs value-creation logic risks dependencies and execution requirements for senior leadership decisions.

• Mobilize and lead cross-functional teams and flexible strategy pods maintaining pace quality and alignment from question definition through leadership decision.

New Growth and Business Innovation

• Shape new growth and business innovation strategies that create new growth strengthen scaled core businesses or evolve future business models.

• Identify opportunities where new propositions channels partnerships technologies capabilities or combinations of enterprise assets can improve customer value economics growth or long-term advantage.

• Develop innovation and opportunity theses future-state models growth platforms and incubation or investment logic.

• Partner with business units innovation Corporate Development Finance and enterprise leaders to pressure-test concepts build opportunity cases and determine which ideas merit further investment or action.

• Move beyond idea identification by defining the strategic path critical choices evidence requirements and early actions needed to advance priority opportunities.

Enterprise Strategic Positioning Long-Term Strategy & Enterprise Direction Support

• Lead or support high-consequence enterprise strategic positioning and competitive strategy and enterprise-choice work involving where the enterprise plays where value shifts which moves matter and what trade-offs leadership must make.

• Help steward and advance long-term enterprise strategy and strategic priorities by translating the enterprise direction into sharper choices priorities guardrails growth hooks and implications for businesses and corporate functions and shared services.

• Develop portfolio pathway competitive-position and strategic-option analyses for Board and ELT discussions.

• Integrate external customer competitor financial and internal capability perspectives to challenge assumptions and strengthen enterprise recommendations.

• Partner with the VP of Enterprise Strategy and other senior strategy leaders on sensitive confidential and highly ambiguous priorities.

Strategic Planning & Cross-Team Leadership

• Provide senior strategy capacity to selected planning priorities including challenging business strategies testing strategic assumptions and synthesizing implications across businesses and corporate functions and shared services.

• Partner with the Strategic Planning & Integration Lead to connect opportunity and innovation work to enterprise priorities planning choices and strategy-linked financial considerations.

• Contribute to enterprise planning reviews leadership forums and Board readiness where applied strategy expertise is required.

• Maintain durable ownership of assigned strategy lanes while deploying flexibly across the Enterprise Strategy portfolio as needs evolve.

• Help prioritize and deploy supporting talent across projects and develop Principals and Advisors through clear direction coaching and high-quality feedback.

External Insight Relationships & Executive Influence

• Maintain a deeply external perspective on healthcare markets customer and employer needs competitors policy technology capital flows and emerging business models.

• Identify external developments that create enterprise opportunities risks strategic inflection points or the need for new solutions.

• Build trusted relationships and an active network across business units enterprise corporate functions and shared services Corporate Development Finance innovation peer groups the Strategy Community and senior leadership.

• Engage leaders to sharpen questions surface diverse perspectives create alignment and improve the quality and speed of strategic decisions.

• Develop compelling executive narratives presentations and communications and represent Enterprise Strategy in leadership and cross-functional forums.

Qualifications

Required

• Bachelors degree required; MBA or other relevant advanced degree strongly preferred.

• 10 years of experience in corporate strategy management consulting business development investment banking private equity innovation or related strategic leadership roles.

• Demonstrated success leading enterprise-level strategy development growth strategy critical problem solving or business opportunity work in complex organizations.

• Proven ability to autonomously lead ambiguous high-consequence work and influence senior executives without direct authority.

• Exceptional strategic thinking external orientation commercial judgment structured problem-solving and executive communication skills.

• Strong analytical capabilities including market and competitive assessment business case development financial analysis scenario evaluation and strategic synthesis.

• Experience mobilizing cross-functional teams and driving alignment across matrixed organizations.

• Proven ability to build broad trusted relationships and navigate sensitive or confidential topics with sound judgment.

Preferred

• Experience in healthcare health services insurance pharmacy or adjacent industries.

• Experience in enterprise strategy portfolio strategy growth platforms business model innovation partnerships or inorganic opportunity evaluation.

• Experience supporting Board ELT or comparable senior governance discussions.

• Demonstrated ability to develop talent and lead project teams across formal and informal reporting lines.

What Success Looks Like

• Enterprise and business leaders receive clear differentiated and decision-ready strategies on the most consequential opportunities and problems.

• New growth and business innovation priorities move from broad ideas to well-defined strategic choices opportunity cases and paths forward.

• Enterprise strategic positioning and competitive strategy long-term enterprise strategy and strategic priorities and planning work is strengthened by rigorous external insight enterprise judgment and clear articulation of trade-offs.

• The Senior Principal autonomously drives major work while creating meaningful leverage for the VP of Enterprise Strategy and other senior leaders.

• Strong relationships across business units corporate functions and shared services peer groups the Strategy Community and senior leadership improve Enterprise Strategys access influence and impact.

• Principals and Advisors develop through strong project leadership coaching and exposure to high-value strategic work.