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The Head, Strategy, Portfolio, & Value Realization, Employee Digital Experience sets the strategic direction for the EDx transformation portfolio and ensures that the portfolio remains connected to the priorities of People and Culture and the wider business.

The role converts enterprise and People and Culture priorities into a clear transformation agenda, integrated roadmap, investment choices, decision pathways and measurable outcomes. It provides the business context and design guardrails that allow product, data, experience, change, technology and delivery teams to make coherent choices.

The role is not an additional technical or SAP Solution Architect. Digital IT and architecture teams remain accountable for technical design, platform integrity, integration and execution. This role defines the business outcomes the technology must serve, connects decisions across the portfolio and ensures that delivery activity translates into adoption and realized value.

Deep and extensive experience of enterprise HCM systems is essential. The role uses that depth to test whether business ambitions are deliverable, understand consequences across platforms and the employee lifecycle, and engage technical leaders at the level required to make informed business and portfolio choices.

Key responsibilities:

Set EDx strategy and direction

• Translate enterprise and People and Culture priorities into a clear EDx transformation thesis, strategic outcomes, design principles and multi-year direction.
• Define the business problems EDx should solve for employees, managers, People and Culture teams and business leaders.
• Maintain a coherent narrative across oneHRIS and the wider portfolio so that individual initiatives contribute to one transformation agenda.
• Refresh the strategy when business priorities, workforce needs, regulation, technology capability or delivery evidence materially changes.
• Advise the Executive, Global Head of EDx on strategic choices, emerging opportunities and risks to the mandate.

Lead portfolio governance and investment choices

• Own the integrated EDx portfolio view across programs, products, change activity and capability investments.
• Establish a transparent demand-intake and prioritization discipline based on strategic fit, business value, employee experience, readiness, risk, cost, capacity and technical feasibility.
• Recommend what should enter the portfolio, what should be accelerated, deferred, combined, transferred or stopped.
• Connect funding and capacity choices to explicit outcomes, dependencies and value hypotheses.
• Maintain the integrated roadmap, including transition states, decision gates, investment choices and consequences of delay.
• Ensure that portfolio decisions consider global consistency and local business reality without creating unmanaged local roadmaps or shadow solutions.

Shape transformation and operating-model design

• Define the transformation logic that connects the current state, target state and practical path between them.
• Lead operating-model evolution for EDx and advise on the wider People and Culture implications of material transformation choices.
• Translate strategic intent into capability requirements, business guardrails, acceptance criteria and decision frames.
• Identify cross-domain dependencies, gaps and conflicting choices before they become delivery, adoption or operational failures.
• Ensure that business design is sufficiently clear before material work moves into solution design or delivery commitment.
• Partner with Employee Experience & Operations on detailed experience and service design while maintaining the connection to portfolio direction and business outcomes.

Govern transformation delivery and enterprise interlocks

• Maintain an enterprise view across oneHRIS and other active transformation programs, including dependencies, delivery risk, readiness and business impact.
• Lead the cross-CoE and cross-program interlocks needed to resolve material portfolio issues and prepare executive decisions.
• Establish clear ownership, evidence requirements, decision dates and escalation paths for material transformation choices.
• Challenge program or technology decisions that optimize an individual workstream while creating wider business, experience, data, adoption or operating risk.
• Provide business-side delivery assurance without replacing program leadership, technical architecture or delivery management accountabilities.
• Ensure lessons and evidence from delivery are used to improve portfolio choices, standards and future transformation design.

Own value realization

• Define the intended business, employee, service, adoption, productivity, risk and financial outcomes for material EDx investments.
• Establish value measures, baselines, benefit owners, assumptions and realization timing before work is committed.
• Track whether delivered capabilities are being adopted and whether they are producing the intended outcome after launch.
• Use service, experience, adoption, data-quality, delivery and financial evidence to adjust priorities and roadmaps.
• Make gaps between delivered outputs and realized benefits visible to the accountable governance forum.
• Build value-realization discipline into EDx governance so that go-live is treated as a milestone rather than the definition of success.

Connect business direction to technology execution

• Convert the approved EDx strategy and portfolio direction into clear business outcomes, capability requirements and priorities for Digital IT and delivery partners.
• Apply deep HCM systems knowledge to test solution options, expose cross-platform dependencies and make the business consequences of technical choices clear.
• Work with Solution Architects, Enterprise Architects and product leaders to ensure proposed solutions respond to the intended business and employee outcomes.
• Distinguish essential business requirements from preferences, inherited practices and avoidable variation.
• Ensure material platform choices are assessed against the wider People and Culture portfolio, employee lifecycle and transition path.
• Bring technical feasibility, architecture, security, integration, data and commercial consequences into business decisions early enough to shape the choice.
• Preserve traceability from strategic outcome through demand, decision, solution response, adoption and value realization.

Lead advisory, design and decision excellence

• Establish practical standards for business cases, value hypotheses, capability backlogs, prioritization, decision papers and portfolio recommendations.
• Frame complex choices so executives can understand the recommendation, alternatives, evidence, trade-offs, risks and consequences of delay.
• Improve decision speed by clarifying the accountable owner, required contributors and escalation path.
• Provide constructive challenge when evidence is weak, ownership is unclear or delivery urgency is becoming an unexamined strategic choice.
• Build reusable transformation methods and governance practices that strengthen EDx capability over time.

Lead through the EDx matrix

• Lead the Strategy, Portfolio & Value Realization CoE and establish clear outcomes, work priorities and operating routines for its direct and matrixed contribution.
• Connect the CoE with Product, Data, & Innovation; Change & Enablement; and Employee Experience & Operations.
• Use the seven Business-Aligned Verticals to bring regional and functional priorities, constraints, readiness, demand and value evidence into enterprise portfolio decisions.
• Convene People and Culture leaders, Global Process Owners, Digital IT, Finance, Procurement, Legal, Privacy, Security, program leaders and implementation partners when their accountability is material to a decision.
• Build shared ownership of the direction while preserving one accountable decision owner for each material choice.
• Develop the strategy, portfolio and value-realization capability of the team and its wider partner network.

HRIS and the next horizon

The role will help protect the successful delivery and business readiness of oneHRIS, but its mandate is not limited to the program.

Beyond oneHRIS, the role will lead the portfolio choices required to:

• realize and sustain the value of the common platform and process foundation;
• rationalize overlapping, legacy and shadow People and Culture technology based on evidence;
• move priority employee and manager journeys toward simpler, connected and proactive experiences;
• strengthen product, data, adoption and continuous-improvement disciplines after go-live;
• identify where AI, automation and workforce intelligence can improve work and service while preserving human accountability; and
• sequence the next transformation horizon according to business value, readiness, risk and capacity rather than technology availability alone.

• The detailed post-oneHRIS portfolio will be evidence-led. The role is accountable for shaping that portfolio, not for defending a fixed list of future projects.

Key deliverables

• EDx transformation strategy, design principles and strategic narrative.
• Integrated transformation portfolio and multi-horizon roadmap.
• Demand-intake, prioritization and portfolio-governance model.
• Portfolio investment, capacity and sequencing recommendations.
• Transformation and operating-model designs for material changes.
• Business cases, value hypotheses, benefit maps and value-realization plans.
• Executive decision papers and cross-domain impact assessments.
• Portfolio decision, dependency, risk and escalation records.
• Common measures for business value, employee experience, service, adoption and delivery outcomes.
• Post-oneHRIS portfolio recommendations based on platform, service, adoption, data and business evidence.
• Reusable advisory, design and decision standards for EDx.

Experience and capabilities

The successful candidate will bring:

• Significant senior experience in global People and Culture transformation, enterprise transformation, strategy, portfolio leadership or target operating-model design.
• Demonstrated experience translating business strategy into integrated roadmaps, investment choices, governance and measurable outcomes.
• Experience leading complex, multi-program transformation across business processes, operating models, technology, data, employee experience and change.
• Strong understanding of People and Culture services, employee and manager journeys and the relationship between the People and Culture agenda and business performance.
• Deep and extensive experience across enterprise HCM systems and HR technology transformation, gained through functional leadership, solution design, implementation or advisory roles.
• Deep knowledge of major HCM platforms, including SAP HCM and SAP SuccessFactors. Experience with Workday and connected service, listening, talent, workforce, data or analytics platforms is highly valuable.
• The ability to move confidently between senior business discussions and detailed HCM-system implications while leaving technical architecture decisions with the accountable technology leaders.
• Experience defining current-state and target-state operating models, transformation roadmaps and implementation approaches.
• Strong portfolio-governance, business-case, benefits-realization and executive decision-support capability.
• Experience integrating adoption, readiness and capability building into transformation planning and value realization.
• Demonstrated ability to lead multidisciplinary teams and federated contributors across global, regional and local environments.
• Commercial judgment and the ability to balance value, cost, experience, risk, standardization, local requirements and delivery capacity.
• Clear written, verbal and visual communication, with the confidence to challenge senior business, technology and delivery stakeholders constructively.