Bristol Myers Squibb
Associate Director, Agile Strategic Learning Lead
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At Bristol Myers Squibb, our employees often ask, “Who are you working for?”—a question that fuels collaboration, accountability, and urgency in our work. Our purpose-driven culture inspires us to discover, develop, and deliver innovative medicines to prevail over serious diseases. We offer uniquely interesting and meaningful work, opportunities for growth, and a supportive environment that values inclusion, wellbeing, flexibility, and comprehensive benefits. This is work that transforms the lives of patients, and the careers of those who do it.
What we are looking for:
The Worldwide Commercialization Learning (WWCL) Centre of Excellence (CoE) is seeking an experienced, agile-minded learning leader to serve as Associate Director, Agile Strategic Learning Lead.
The WWCL CoE designs and builds the skills content and learning pathways used by every market BMS operates in and by home office functions globally, typically deployed with no more than ~20% local adaptation. The pooled Senior Manager team this role leads and resources is the operational engine that determines the pace, consistency, and quality of that output.
This role owns and leads WWCL CoE’s pooled Senior Manager capability, a flexible, cross-portfolio team of Senior Managers, Agile Strategic Learning Partners who are deployed dynamically against the CoE’s highest-priority work. Rather than being aligned to a single functional area, this role’s Senior Managers flex across Commercialization Field Skills, CASA & 3M (Medical, Marketing, Market Access) Skills, Platforms & AI Adoption, and First Line Manager (FLM)/Leadership Development, in line with the CoE’s unified operating model. This is a people leadership role: the Associate Director holds direct line management responsibility for the Senior Manager, Agile Strategic Learning Partner team, and is responsible for their development, performance, and effective deployment across the full breadth of CoE Skills team priorities.
This is distinct from the CoE’s functional Associate Directors (Field AI Transformation Learning; Platforms Skills Development; CASA & 3M Skills Development; Medical Skills), whose primary orientation is toward business stakeholders, understanding commercial, medical, or platform needs to shape design intent for their portfolio area. The Associate Director, Agile Strategic Learning Lead is internally oriented: the role’s focus is leading the Senior Manager team and define and build the mechanics of the operating model itself; tiering, prioritization, capacity, and skills-matching so that the right resource is aligned to the right work at the right time, in close partnership with the functional Associate Directors who own that work.
This role works in close, ongoing partnership with the Senior Director, Worldwide Commercialization Learning Strategy & Operations and Enterprise LEAP Performance, ensuring the pooled Senior Manager team's capacity, delivery, and demand data directly inform Enterprise LEAP performance, value case, and vendor governance outcomes.
The CoE's Priority, Tiering, and Resource principles have been defined in principle by CoE leadership, but the operating mechanics that bring them to life, capacity matching, portfolio review rhythms, and skills-based resourcing, have not yet been operationalized. This role introduces and stands up those mechanics in practice, in partnership with LEAP, and leads their ongoing evolution as the CoE's portfolio, technology landscape, and business priorities change, particularly as AI reshapes what is possible in learning design and delivery, bringing recommendations to the Senior Director, WWCL Centre of Excellence for endorsement. This includes drawing on workforce strategy and organizational design principles, and partnering with HR and IT, to identify and build net-new approaches where no established methodology yet exists. The BMS-LEAP delivery partnership is itself newly established, having launched within the past year and still in the early stages of piloting what it can reliably deliver for learning content and resources. This role sits at the center of discovering, in practice, how that partnership works for the WWCL portfolio, feeding what is learned back into both the operating model design and Enterprise LEAP performance reporting.
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Who you will work with:
This position reports to the Senior Director, Worldwide Commercialization Learning Centre of Excellence.
In this role, the Associate Director partners closely with:
- Senior Manager, Agile Strategic Learning Partner team: as direct line manager, providing strategic direction, project assignment, coaching, and delivery accountability
- Fellow WWCL CoE Associate Directors (WW Commercialization Field AI Transformation Learning; WW Commercialization Platforms Skills Development; CASA & 3M Skills Development; WW Medical Skills), to align pooled Senior Manager resource against each functional area’s priorities and to maintain a coherent, non-duplicative learner experience
- Senior Director, WWCL Centre of Excellence: for portfolio-level trade-off decisions, escalations, and Book of Work governance
- Senior Director, Worldwide Commercialization Learning Strategy & Operations and Enterprise LEAP Performance: as a close operating partner, translating pooled Senior Manager capacity, utilization, and delivery data into Enterprise LEAP performance reporting, value case validation, and vendor governance
- Enterprise Learning and Digital Learning Solution Partner (DLSP) teams: to ensure programs deployed by the pooled team meet platform and adoption standards
- HR and IT teams: to explore and capitalize on emerging AI and technology capabilities relevant to workforce design and the operating model's evolution
Primary responsibilities:
- Agile Portfolio Governance & Learning Partner Lead & Operating Model Design
- Ensure every project entering the portfolio completes the standard intake process (stakeholder/sponsor, audience, business objective, timeline, link to enterprise priorities, dependencies, compliance requirement) before resourcing is considered and allocated.
- Apply CoE prioritization criteria consistently, distinguishing Priority (business importance), Tier (delivery/ownership model), and Resource (level of effort) as three independent dimensions
- Maintain and present the CoE Book of Work, providing a single, transparent, shared portfolio view across all Associate Directors
- Introduce and operationalise the CoE's agile pooled resourcing mechanics into live practice with LEAP, building on principles established by CoE leadership, and recommend refinements to the Senior Director, WWCL Centre of Excellence for endorsement
- Lead the ongoing evolution of these mechanics as the CoE's portfolio, technology landscape, and business priorities change, drawing on workforce strategy and organizational design principles to identify new approaches to resourcing and capacity optimization
- Partner with HR and IT to identify and capitalize on emerging AI and technology capabilities that enable net-new approaches to resourcing, skills-matching, and operating model design where no established methodology yet exists
- Continually reassess where CoE-produced prototypes end and LEAP-produced assets begin, as AI-enabled content creation tools reshape what each side can efficiently deliver, and recommend adjustments to the CoE's tiering and delivery-ownership guardrails accordingly
- Ensure resourcing and prioritization decisions protect the throughput, consistency, and quality of learning solutions before they are deployed globally, recognizing that most CoE-produced content reaches markets and home office functions with minimal local adaptation
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Line Management & Flexible Resourcing
- Hold direct line management responsibility for the Senior Manager, Agile Strategic Learning Partner team, including performance management, coaching, and career development
- Match Senior Managers to projects based on skill fit, specialist knowledge (e.g., therapy area, field capability, platforms & AI adoption, leadership development), capacity, and project phase, in partnership with the Central PM role
- Ensure assignments are phase-specific rather than project-long, with a minimum assignment block of two weeks, and that resource is assigned across functional Associate Directors
- Lead regular portfolio reviews to rebalance Senior Manager capacity, resolve over/under-capacity issues, and re-assess shifting priorities
- Maintain transparent capacity visibility for all Associate Directors, ensuring the pooled model builds trust and predictability across the CoE
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Operating Model Guardrails & Quality Standards
- Uphold the CoE’s operating guardrails across all pooled Senior Manager work: prototype rather than produce, send systematized/templated work to LEAP, and maintain a strategy-to-creation ratio (target 70% strategy / 30% creation)
- Ensure Senior Managers, where appropriate are not undertaking formatting, graphic cleanup, or multiple-version production, protecting the CoE’s strategic mandate and directing that work to LEAP
- Partner with functional Associate Directors to ensure work is resourced appropriately and that tiering, priority, and resource decisions remain independently assessed
- Champion adult learning principles, AI-enabled ways of working, and consistent quality standards across all portfolio areas served by the pooled team
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LEAP Partnership & Enterprise Performance Management
- Escalate enterprise-impacting prioritization and capacity trade-offs to the LEAP Interlock Lead and relevant enterprise stakeholders.
- Ensure Senior Managers provide LEAP with clear requirements, SME nominations, review cycles, and delivery readiness confirmations in line with LEAP governance intake standards
- Monitor delivery performance and partnership health across the pooled team’s LEAP-engaged projects, surfacing risks and systemic issues
- Partner closely with the Senior Director, Worldwide Commercialization Learning Strategy & Operations and Enterprise LEAP Performance, translating pooled Senior Manager capacity, utilization, and delivery data into inputs for Enterprise LEAP performance reporting, business case validation, and realized savings tracking
- Support the enterprise vendor/supplier management model by supplying accurate, consistent demand, tiering, and resourcing data from the pooled Senior Manager portfolio to inform value tracking methodologies
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Continuous Improvement & Reporting
- Track and report lead and lag indicators of operating model success (e.g., tiering applied at intake, prototype turnaround time, Skills-only vs. LEAP-only workload ratio, capability uplift, reuse rates, cost avoidance)
- Provide the Senior Director with a forward-looking view of the active demand pipeline and portfolio health, contributing to CoE governance forums
- Stay abreast of AI
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