Director of Opportunity Management

Position Title: Director of Opportunity Management

Location: 633 3rd Ave, New York, NY 10017 

Reports to: VP of Opportunity Management 

Compensation: $125,000 - $150,000/Yr (based on experience and qualifications)

Reporting to the VP of Opportunity Management, the Director of Opportunity Management is accountable for the day-to-day execution of the enterprise Opportunity Management operating model. The Director converts opportunities accepted into the pursuit lifecycle into controlled, integrated delivery programs and ensures they progress through PQQ/SQ, bid development, governance, submission, award and mobilization readiness in accordance with the standards, controls and delegated authorities set by the function.

The role manages the active pursuit portfolio, deploys Bid Managers and Bid & Pursuit Coordinators and acts as the central integrator across operational, technical, financial, commercial and enabling functions. The Director operates and embeds the framework established by the function, maintains authoritative visibility of delivery health, evidence, decisions, risks and capacity, and escalates strategic, investment, exception or resource matters requiring functional or executive intervention. Strategic Intelligence & Pipeline retains accountability for market intelligence, portfolio prioritization and the recommendation of where the Group should compete.

Key Responsibilities

Lead the day-to-day Opportunity Management function and translate the operating model, portfolio priorities and service standards into a controlled program of pursuit delivery. Ensure Bid Managers and Bid & Pursuit Coordinators have clear assignments, expectations, tools and support.

• Maintain the operational plan and authoritative register for active, emerging and designated must-win pursuits.

• Allocate Bid Managers and Bid & Pursuit Coordinators in line with priority, complexity, risk and capacity.
• Embed the service standards, controls, templates and performance expectations in day-to-day delivery.
• Maintain a forward schedule of qualification forums, stage gates, solution and commercial reviews, readiness reviews and final approvals.
• Monitor workload, deadlines, resource conflicts and portfolio-level dependencies using objective delivery indicators.
• Provide concise functional portfolio reporting and evidence-based recommendations on capacity, investment, intervention and reprioritization.

Operate the readiness and decision-support process for opportunities handed into Opportunity Management following strategic qualification. Ensure decision-makers receive complete, balanced and decision-ready materials without duplicating Strategic Intelligence & Pipeline’s accountability for market analysis, portfolio prioritization or recommendations on where to compete.

• Coordinate pursuit-readiness assessments covering leadership, resource capacity, timetable feasibility, governance, evidence availability and mobilization implications.

• Validate that the strategic rationale, customer position and portfolio decision supplied at handover are current and identify any gaps requiring referral.
• Prepare Go/No-Go and investment materials that clearly set out delivery assumptions, constraints, dependencies, resource requirements, economics and risk.
• Record decisions, conditions, actions and delegated authorities and ensure they are reflected in the pursuit plan.
• Trigger requalification and route the opportunity to the appropriate decision authority where scope, assumptions, economics or delivery conditions materially change.

Ensure every priority pursuit has an integrated plan, clear ownership and controlled critical path. Provide direct intervention where delivery is at risk.

• Approve integrated pursuit plans covering workstreams, milestones, deliverables, dependencies, decision points, review points and accountable owners.

• Oversee PQQ, SQ and formal tender project management in accordance with the enterprise framework.
• Maintain integrated RAID, dependency and decision logs with owners, target dates and clear visibility of matters requiring senior intervention.
• Monitor critical-path performance, quality, capacity and readiness through an agreed reporting cadence and objective delivery indicators.
• Mandate time-bound recovery plans where delivery is off track, including resource reprioritization and resequencing of activity.
• Escalate unresolved barriers promptly and secure the decisions or executive intervention needed to restore the critical path.

Mobilize and orchestrate the operational, technical, financial, commercial and subject-matter capability required for each pursuit. Translate the function’s stakeholder and capability expectations into named ownership, timely contribution and integrated workstream delivery that produces a differentiated, evidence-based and deliverable proposition.

• Establish and maintain a stakeholder and capability map for each priority pursuit, including decision-makers, contributors, subject-matter experts, customer relationships and capability gaps.

• Secure named workstream owners with sufficient authority, capacity and time, and agree their deliverables and deadlines.
• Orchestrate service design, workforce, estates, technology, finance, commercial, legal, quality, governance and implementation inputs through one integrated plan.
• Run effective working sessions and structured proposition, solution and readiness reviews at the required points in the pursuit.
• Challenge fragmented, generic or unsupported inputs and coordinate closure of evidence gaps, inconsistencies and delivery concerns.
• Escalate gaps in ownership, contribution, quality or responsiveness through the routes established by the function.

Run the formal governance process for active opportunities and maintain an auditable record of reviews and decisions. Ensure opportunities do not progress without the required evidence and approvals.

• Schedule and manage qualification, stage-gate and readiness reviews.

• Coordinate decision papers, risks and recommendations.

• Record decisions, conditions, actions, owners and deadlines.

• Monitor closure of actions and conditions.

• Escalate non-compliance and unresolved matters through the function’s governance route.

Create effective, accountable pursuit teams and maintain clear communication across contributors and senior stakeholders. Ensure each participant understands the required outputs and deadlines.

• Establish pursuit governance, meeting cadence, communication arrangements and clear decision rights.

• Clarify responsibilities across Opportunity Management and the wider pursuit team and hold owners to account for agreed outputs.
• For designated must-win opportunities, operate the enhanced pursuit plan, reporting cadence, governance and assurance requirements set by the function.
• Maintain transparent visibility of must-win customer strategy, competitive position, win themes, solution, commercial strategy, executive engagement, critical decisions, risks and recovery actions.
• Provide concise status, exception and escalation reporting through the function’s governance route and to executive sponsors.
• Promote collaborative, disciplined execution and shared accountability for pursuit outcomes.