Senior Director, AI CoE Product Lead (Secondment - 12 Months)

WHY PATIENTS NEED YOU

The AI CoE Product Lead is responsible for driving product as a horizontal function across the Ai CoE verticals while having tight collaboration with the broader Platform and Product teams within Digital.    This function will be embedded in the Strategic Operations, Global Support & Enablement organization, providing focused leadership and product expertise that span all the mosti critical strategic initiatives within the AI Coe.

WHAT YOU WILL ACHIEVE

The core, cross-platform product management, experience and design research, marketplace and catalog curation, and adoption measurement, stays lean because its leverage is judgment and orchestration, not volume. The labor-intensive work of adoption is federated: a central enablement hub orchestrates a champions network embedded in the divisions, rather than staffing a large central training organization. The team is intentionally lean. Its authority comes from mandate, and cross collaboration.

HOW YOU WILL ACHIEVE IT

Cross-Platform Product Management

• Own the end-to-end colleague experience that spans Loom, MemX, and Forge49 with the Ai Marketplace tools, the product no single engineering pillar owns, defining how a colleague’s work moves across platforms as one coherent journey.
• Overseeing engineering pillars’ roadmaps. Adoption evidence sets what Platform Engineering teams build next. The pillars own how and how well; this team owns what matters most and for whom. The CDAO arbitrates when demand and feasibility collide.
• Maintain product-minded ownership of the three-platform experience, validated through continuous engagement with colleagues across R&D, Commercial, PGS, and enabling functions.

Adoption & Enablement

• Own the adoption model for the three platforms, including role-cohort rollout on a regular cadence, so capability reaches the colleagues who carry the heaviest load first.
• Operate a central enablement hub that owns the rollout method, AI literacy, and practitioner training, focused on how colleagues think and work with these tools, not only how to click through them.
• Orchestrate a federated champions network. Champions are embedded in the divisions on a hub-and-spoke model, dotted-line and division-funded, not centralized headcount. The hub sets the standard and the cadence; the divisions supply the reach.
• Own the feedback path from the field back into the roadmap, ensuring adoption friction is surfaced as a prioritization signal rather than absorbed silently.

Experience & Design Research

• Own colleague journey mapping and friction analysis across the three platforms, the qualitative discipline that makes “voice of the divisions” a practice rather than a slogan.
• Investigate why colleagues route around the governed path, and translate those findings into product and roadmap direction for the engineering pillars.
• Serve as the qualitative complement to adoption measurement: measurement shows what is happening, design research explains why.

Adoption Measurement and Value Realization

• Collaborate with the Platform teams to drive adoption, and adoption measurement for the three platforms as the source of truth, governed-path versus shadow-path usage, reuse rate, leakage, and hours recovered. This is the steering signal that drives prioritization, not a downstream report card.
• Own value realization for Loom, MemX, and Forge49 (including AI Marketplace tools).  The Strategic Operations & Global Support team owns the value-measurement methodology and the enterprise scorecard; this team applies that standard to the three platforms and AI Marketplace tools and reports conformant results. Enterprise aggregation across Tableau, Snowflake, and all other investments sits with Portfolio and Operations.
• Feed the three-platform adoption and value metrics into the AI value scorecard as its source for those platforms, so there is one instrumentation pipe and one owner rather than competing dashboards.

Critical Leadership Profile

The ideal candidate is known for:

• Creating clarity from ambiguity.
• Leading through influence rather than authority.
• Connecting strategy to execution.
• Building alignment among senior stakeholders.
• Translating technical complexity into business outcomes.
• Navigating highly matrixed environments.
• Accelerating decision making and delivery.
• Bringing structure to complex, evolving initiatives.
• Communicating with executive presence and credibility.

QUALIFICATIONS…