Description

Purpose

As Team Teya grows, some of our greatest opportunities will exist not within a single department or function, but in the spaces between them.

Ideas need to become action. Leadership priorities need coordination and follow-through. Employees need opportunities to grow and leaders who are willing to listen. Customer relationships need to be strengthened beyond the requirements of an individual contract. Business opportunities need people who can recognize them, connect the right resources, and help move them forward.

The Director of Strategic Initiatives exists to help make those connections.

As Steward of Strategic Connection & Execution, this leader works across Team Teya to help turn important priorities into action, strengthen relationships with our people, customers, and strategic partners, and bring additional leadership capacity to the opportunities and challenges that matter most to the enterprise.

The role intentionally crosses traditional functional boundaries. It draws upon leadership, program management, financial and operational experience, customer engagement, and business development to help Team Teya solve problems, advance strategic priorities, and identify opportunities for responsible growth.

The Director of Strategic Initiatives does not replace the leaders who own these functions. Instead, this role works alongside them, bringing additional perspective, coordination, relationships, and execution capacity where those resources can create the greatest value.

Through Worthy Stewardship, this role helps ensure that good ideas do not remain ideas, important relationships continue to grow, our people have opportunities to develop, and enterprise priorities move from intention to meaningful results.
How This Role Creates Enduring Value
• Turn priorities into action by helping executive leadership organize, coordinate, and advance strategic initiatives across Team Teya.
• Invest in our people through mentoring, coaching, leadership development, active engagement, and helping identify future leaders.
• Strengthen customer and partner relationships by building trusted connections, understanding needs, and helping Team Teya create value beyond individual contract requirements.
• Support responsible growth by identifying opportunities within existing relationships, connecting opportunities to the appropriate growth resources, and contributing to new business development where experience and networks can add value.
• Connect the enterprise by improving communication and coordination across operating companies, programs, projects, and shared-service functions.
• Support informed decisions by applying financial, budgeting, forecasting, KPI, program management, and operational experience to strategic business questions.
• Provide flexible leadership capacity by stepping into priority initiatives, emerging challenges, and areas where additional leadership can accelerate results.
Stewardship Responsibilities
Strategic Initiatives & Executive Execution

Help turn leadership priorities and enterprise opportunities into coordinated action and measurable results.
• Partner with executive leadership to advance selected enterprise priorities and strategic initiatives.
• Translate ideas and strategic direction into clear actions, owners, milestones, and measures of success.
• Coordinate across functions and operating companies when initiatives require shared ownership.
• Identify obstacles, facilitate decisions, and help maintain momentum.
• Step into priority projects or emerging challenges where additional leadership capacity is needed.
• Provide leadership with visibility into progress, risks, decisions, and results.
People & Leadership Development

Invest in people and help strengthen the leadership capacity Team Teya will need for the future.
• Build relationships with employees and leaders throughout Team Teya.
• Coach and mentor employees and emerging leaders.
• Help identify individuals with the capability and desire to assume greater responsibility.
• Visit operating locations and project sites to listen, understand challenges, recognize successes, and connect employees with leadership.
• Help remove organizational obstacles that prevent employees and teams from succeeding.
• Support leadership-development initiatives in partnership with Human Resources and enterprise leadership.
• Bring observations and themes from across the organization back to leadership in a constructive and actionable manner.
Customer & Strategic Partner Engagement

Strengthen relationships that create trust, improve performance, and open opportunities for enduring partnership.
• Build and strengthen relationships with key customers and strategic partners.
• Engage beyond transactional contract requirements to better understand customer priorities, challenges, and future needs.
• Serve as a resource to customers and internal teams when additional leadership engagement can help create successful outcomes.
• Identify opportunities to strengthen existing customer relationships and expand the value Team Teya provides.
• Connect customer and partner insights with Operations, Program Managers, and Strategic Growth so opportunities and concerns reach the right leaders.
• Represent Team Teya with professionalism, curiosity, responsiveness, and a long-term relationship mindset.
Strategic Growth Support

Help turn relationships, insight, and experience into responsible opportunities for growth.
• Identify potential growth opportunities arising from customer relationships, industry connections, and enterprise engagement.
• Support the VP of Strategic Growth and Business Development team in qualifying and advancing opportunities where experience, relationships, or subject-matter knowledge can add value.
• Place particular emphasis on opportunities to expand Team Teya's Professional Services portfolio and other strategic areas identified by leadership.
• Participate in customer engagement, capture activities, teaming discussions, and strategic pursuits as appropriate.
• Help connect operational capabilities and customer needs to potential business opportunities.
• Support development of future business-development incentive or commission structures if leadership elects to pursue such programs.
Business Performance & Operational Insight

Bring financial and operational perspective to the decisions and initiatives that shape Team Teya's performance.
• Support budgeting, forecasting, KPI development, and operational planning where additional enterprise perspective is valuable.
• Help leaders connect operational decisions to financial outcomes.
• Analyze performance information and identify trends, risks, and opportunities requiring leadership attention.
• Support development of meaningful performance measures for strategic initiatives.
• Work with Accounting, Project Controls, Operations, and Program Managers without duplicating their functional ownership.
• Help translate information into actionable insight for leadership.
Enterprise Connection & Problem Solving

Step across organizational boundaries when doing so helps Team Teya solve problems and move forward.
• Help improve communication and coordination across departments, operating companies, programs, and projects.
• Facilitate cross-functional problem solving when an issue does not fit neatly within a single organizational function.
• Connect employees and leaders with the resources needed to resolve challenges.
• Identify recurring themes that may indicate broader organizational opportunities or obstacles.
• Help ensure lessons, ideas, and successful practices are shared across Team Teya.
• Accept special assignments and emerging priorities from executive leadership where additional leadership attention can create value.
Shared Accountability

The Director of Strategic Initiatives is intentionally cross-functional, but cross-functional leadership should strengthen accountability rather than blur it.

Strategic Growth retains ownership of enterprise business development strategy, capture, and pipeline management. The Director of Strategic Initiatives supports growth through relationships, insight, networks, and selected pursuits.

Operations, Program Managers, and Project Managers retain responsibility for contract and operational execution. The Director of Strategic Initiatives provides additional leadership, customer engagement, problem solving, and coordination when useful.

Accounting and Project Controls retain ownership of financial systems, reporting, forecasting processes, and financial controls. The Director of Strategic Initiatives uses and helps interpret this information to support business decisions and strategic initiatives.

Human Resources and organizational leaders retain their respective responsibilities for employee programs and personnel management. The Director of Strategic Initiatives supplements those efforts through mentoring, leadership development, employee engagement, and organizational insight.

Executive Leadership determines enterprise priorities. The Director of Strategic Initiatives helps connect those priorities to people, resources, relationships, and action.
Measures of Success
• Strategic initiatives move from discussion to execution and measurable results.
• Executive priorities receive appropriate coordination, visibility, and follow-through.
• Employees and emerging leaders benefit from meaningful mentorship, engagement, and development.
• Leadership gains useful insight from employees and operations across the enterprise.
• Key customer and partner relationships become deeper, stronger, and more strategic.
• Customer engagement generates actionable insight, stronger performance, and appropriate growth opportunities.
• Professional Services and other targeted areas benefit from new relationships, opportunities, and business-development support.
• Cross-functional challenges are resolved more effectively because the right people and resources are connected.
• Financial and operational insight contributes to better-informed leadership decisions.
• The Director becomes a trusted resource to employees, customers, operating leaders, and executive leadership across Team Teya.
First-Year Priorities
Listen & Learn

Build relationships across Team Teya by engaging with executive leadership, subsidiary leaders, shared-service teams, Program Managers, Project Managers, and employees. Visit representative operating locations and develop a firsthand understanding of our people, customers, capabilities, challenges, and opportunities.
Strengthen Priority Relationships

Identify a focused portfolio of key customer and strategic partner relationships where sustained leadership engagement can strengthen performance, trust, and future opportunity.
Advance Strategic Initiatives

Assume responsibility for a defined group of enterprise priorities selected with executive leadership and establish clear objectives, milestones, ownership, and measures of success.
Support Professional Services Growth

Work with the VP of Strategic Growth and appropriate operating leadership to identify areas where existing relationships, professional networks, and customer insight can help expand Team Teya's Professional Services portfolio.
Invest in Future Leaders

Begin developing meaningful mentoring relationships across the organization and help leadership identify employees with the potential to assume broader responsibilities.
Establish the Role

At approximately six and twelve months, evaluate where the role has created the greatest value and refine its longer-term priorities, responsibilities, and measures accordingly.
Leadership Expectations

The Director of Strategic Initiatives leads through Worthy Stewardship.

This leader is curious enough to listen, experienced enough to recognize connections, humble enough to work across organizational boundaries without needing to own them, and accountable enough to turn commitments into action.

They build trust with employees, customers, partners, and fellow leaders. They understand that influence is often more important than authority and that the strongest enterprise leaders make other people and teams more successful.

They are comfortable moving between strategy and execution, people and performance, relationships and results. They know when to lead, when to support, when to connect others, and when to step aside once the right people and systems are in place.

Their responsibility is not to own every initiative they touch. It is to leave the people, relationships, priorities, and opportunities entrusted to their care stronger because of their involvement.
Partnership Across Team Teya

This role succeeds through collaboration across the enterprise, including:
• EVP / COO and Executive Leadership
• VP of Strategic Growth and Business Development
• Subsidiary and Operations Leadership
• Program Managers and Project Managers
• Senior Account Executive and Growth Team
• Human Resources
• VP of Accounting and Project Controls Team
• Director of Enterprise Governance
• Director of Contracts & Compliance
• Director of Operational Excellence
• Customers and Strategic Partners

Knowledge, Skills, Abilities, and Other Characteristics (KSAOs)

• Boundary-Aware Leadership: Deep understanding of how to influence and drive initiatives without infringing upon the established ownership of functional departments.
• Matrix Navigated Communication: Elite ability to synthesize information from accounting, growth, and operations into actionable, high-level business insights.
• Relational Architecture: Exceptional skill in leveraging professional networks, c