Director, AI Product Lead

This job is about bringing AI ideas to life right at the centre of Pfizer. The Office of the Chief Executive Officer (OCEO) shapes the company's strategy, how it talks to the world and where it invests in global health, and it runs the CEO's own office. The ideas you take forward end up in that work. It might be the briefing the CEO reads before meeting another company's chief executive, the signals behind a strategic call, or a message tested before Pfizer says it in public. It's rare for product work to sit this close to the decisions.

Ideas come in all shapes. Often it's just something a colleague has thought of. Sometimes it's a prototype they built with an AI assistant, or a pilot an outside partner ran. You decide which ones are worth doing, and you take the good ones all the way to something properly supported, governed and used by the people it was for.

The team is small and senior, five people in all. Your closest partner is the Director, Engineering Lead. You own what gets built and why, they own how it's built, and most of the big calls you'll make together.

You'll work with the leaders of OCEO's four groups: Strategy and Consulting, Corporate Communications, Global Health Investments and Executive Operations. You get a real say over what the team builds and what it leaves alone, and you'll need the evidence and the standing to say no. We're here to help OCEO build for itself rather than to take orders. Success looks like an Office that builds on shared capabilities, where whoever had the idea stays with it until it ships.

Role Responsibilities

• Meet the person with the idea early In the first few days, sit down with whoever brought the idea in and turn it into a short brief they sign off. It says what should change, for whom, and how we'll know it worked, so we start from an outcome and not a feature list. The originator stays with the idea until release, and it's your job to make sure that actually happens.
• Decide what's worth doing Ideas turn up as a few lines in a chat, a prototype or a pilot. You weigh what each would be worth, how much work it would take to make it production-grade, and whether anyone would really use it. Back the ones that earn it. Reshape the ones that are nearly there. Stop the rest early, and be open about why, so the team's time goes where it counts.
• Own the ROI definition For every use case, you define what return on investment (ROI) means for the AI agents behind it: what they cost to build and run, what they should give back, and how we'll know. Get it agreed with the originator before work starts. The team uses it to decide what to back, and OCEO uses it to judge whether the work paid off.
• Look for the cheapest way Before anyone designs anything, check what already exists in OCEO and on Pfizer's enterprise platforms. A lot of ideas are best served by reusing or extending something we already have, and a new build has to justify itself. The hard part is holding that line when a senior stakeholder would rather have a tool of their own.
• Own the spec You own the specification and review stages of how the team builds. Write briefs and acceptance criteria tight enough for an AI-assisted build to work from. When the work comes back, judge it against the outcome in the brief, not the wording of the ticket. Loose specs make for loose products.
• Work with the groups You'll work with the leads of the four groups and their teams, and with the colleagues who own each solution once it's live. Keep expectations honest about what's actually coming, agree how originators get credit for the time they put in, and raise friction early instead of at release.
• Make sure people use it Plan adoption with each group, find local champions, and help colleagues do more for themselves next time. That way OCEO gets a bit more capable with every idea, and the know-how doesn't all sit with the team.
• Measure what changes Once work starts, track each use case against its ROI definition and report regularly: which ideas came in and from whom, how many made it to production, how widely they're used, and what changed for the people using them. You're the one who can say, with evidence, whether something landed.
• Keep track of what we learn Record decisions as you make them. After each piece of work, write up what it taught us about the problem and the group, so the next idea doesn't start from scratch.

Role Behaviours

• Help, don't just deliver Treat each idea as a chance to make the person behind it more capable, not an order to fill. Keep asking how they could do more of this themselves next time. We judge success by what OCEO gets done. How much the teambuilds isn't the point.
• Stay on the real problem Keep the work pointed at what the originator actually needs, which isn't always the first thing they asked for. If the evidence says the problem is something else, tell them early and rework it together. Delivering the wrong brief perfectly helps nobody.
• Reuse first Look at what's there before you design anything. A new build needs a reason. OCEO moves faster by building on what it has than by lining up new tools.
• Say no, and say why Turn down or stop work that doesn't serve the outcome, even when the person asking is senior. Give the reason every time and offer a cheaper route if there is one. That's usually what keeps the relationship intact.
• Be in the room Make product calls with the engineers, while it's still cheap to change course. Be in the working sessions yourself rather than reviewing what comes out of them from a distance.
• Write decisions down Briefs, priority calls and scope cuts go in decision records, not in your head. It's a light daily habit, a few lines when you make the call, so the group leads and the rest of the team can follow your thinking without having to ask.
• Done means the outcome happened Agree what should change before you start, and hold the team to it. Calling something done means you can point to the outcome, not just that the work has stopped.

 
Work Location Assignment: Hybrid

Purpose 

Breakthroughs that change patients' lives... At Pfizer we are a patient centric company, guided by our four values: courage, joy, equity and excellence. Our breakthrough culture lends itself to our dedication to transforming millions of lives.  

Digital Transformation Strategy

One bold way we are achieving our purpose is through our company wide digital transformation strategy. We are leading the way in adopting new data, modelling and automated solutions to further digitize and accelerate drug discovery and development with the aim of enhancing health outcomes and the patient experience.

Flexibility  

We aim to create a trusting, flexible workplace culture which encourages employees to achieve work life harmony, attracts talent and enables everyone to be their best working self. Let’s start the conversation!  

Equal Employment Opportunity 

We believe that a diverse and inclusive workforce is crucial to building a successful business. As an employer, Pfizer is committed to celebrating this, in all its forms – allowing for us to be as diverse as the patients and communities we serve. Together, we continue to build a culture that encourages, supports and empowers our employees.

DisAbility Confident

We are proud to be a Disability Confident Employer and we encourage you to put your best self forward with the knowledge and trust that we will make any reasonable adjustments necessary to support your application and future career. Our mission is unleashing the power of our people, especially those with unique superpowers. Your journey with Pfizer starts here!

To learn more about acceptable and prohibited uses of AI during the recruitment process, please review our candidate AI-use guidelines available on Pfizer Careers.

 

 

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