Role Overview 

The Director operates at the intersection of building and running. On the “building” side, the leader owns the vision, strategy, roadmap, and delivery of some of QCSA’s highest-value data products. On the “running” side, the leader establishes and matures the operating cadence, portfolio management, and knowledge-management engine that keeps QCSA aligned, transparent, and moving with urgency. Layered on top is a standing expectation to take on cross-team special projects as priorities shift — acting as the VP’s flexible problem-solver and connector across QCSA. 

Primary Responsibilities 

1. Product Management  

• Own the end-to-end lifecycle — vision, strategy, roadmap, discovery, delivery, and value measurement — for QCSA’s flagship products. 

• Treat analytics as a product with users, roadmaps, and measurable value; define success metrics, track adoption, timeliness, data quality, and business impact after launch. 

• Lead product discovery and translate business initiatives into clear data requirements, epics, and acceptance criteria; represent products in architecture reviews and partner closely with data management, engineering, data engineering, and analytics teams. 

• Bring organization, structure, and vision to analytic/data  products while keeping a nimble, high-performing team that can flex to changing needs. 

2. QCSA Portfolio & Analytics Operations / Enablement 

• Ensure strategic alignment across the QCSA portfolio; create structure to prioritize initiatives that map to strategic objectives, identify tradeoffs, and make recommendations to leadership so the organization is working on the right things. 

• Establish, document, and mature repeatable processes and operating cadence for critical business rhythms — weekly status updates, bi-weekly portfolio reviews, monthly & quarterly business reviews, planning cycles, and the overall execution tempo of the organization. 

• Own the systems that capture, track, and report on work in flight — especially strategic and cross-functional initiatives — delivering insights that proactively surface risks, remove barriers, and accelerate progress across QCSA. 

• Design and lead a comprehensive knowledge-management strategy: capture learnings, maintain a searchable repository of institutional knowledge, run the QCSA Learning Series and lunch-and-learns, and drive a culture of standardization, reuse, and continuous learning across QCSA. 

• Set and uphold presentation and material standards for executive-ready content; own end-to-end content review for major forums, town halls, and VP+ deliverables, ensuring materials clearly articulate value, outcomes, and business impact. 

• Define, align, and track success metrics and KPIs representing the health of the QCSA portfolio; continuously refine the measurement framework in partnership with senior leaders. 

3. QCSA Cross-Team Special Projects (VP-Directed) 

• Serve as the VP of QCSA’s flexible, trusted problem-solver — taking on cross-team special projects and ad-hoc priorities as they emerge, often with ambiguous scope and shifting direction. 

• Stand up, scope, and drive cross-functional initiatives end-to-end — defining the plan, coordinating teams, managing timelines, risks, and dependencies, and reporting progress and decisions back to leadership. 

• Flex capacity and reprioritize the work portfolio as leadership direction changes; push for “stop” when appropriate and make transparent tradeoff recommendations. 

• Act as a connector who bridges gaps across QCSA teams, systems, and priorities to make things work even when nothing is clearly lined up. 

4. People Leadership & Organizational Development 

• Lead, coach, and develop a high-performing team of product, portfolio, and analytics enablement professionals; set clear goals, provide ongoing feedback, and support career growth. 

• Foster psychological safety, shared accountability, open feedback, and clarity of vision; empower team members to do their best work and step into stretch opportunities. 

• Manage talent proactively — surface skill gaps early, build a strong bench, hold the team accountable to standards, and conduct regular performance and career-development conversations. 

• Ensure the team has the capabilities and capacity to meet evolving organizational needs as priorities and structure shift. 

Scheduled Weekly Hours

Pay Range

Description of Benefits