Strategy Lead, Ethics & Compliance

Role Purpose / Objective

The Ethics & Compliance Strategic Advisory and Planning Lead serves as a strategic advisor and governance partner to the Chief Ethics & Compliance Officer (CECO) and is a standing member of the Global Ethics & Compliance Leadership Team (GEC LT).As a standing GEC LT member, the rolecontributes todecision quality, governance discipline, and enterprise integration.Sitting within GLEC Operations – Strategy & Planning, the role strengthenstheeffectivenessof theGEC functionby translating leadership priorities into clear decision materials, risk and governance-ready narratives, and disciplined follow-through on actions and commitments. By sitting on the Strategy & Planning team with a dotted line to the CECO, the role aligns directly with thefunction’sstrategy, planning, and project-management resources whileremainingdedicated to the CECO’s ethics & compliance agenda.The CECO provides formal input to the role’s annualobjectives, priority setting, performance evaluation, and development planning. The role has direct access to the CECO andis authorized toconveneGEC LT leaders to prepare decision materials, resolve dependencies, and support governance readiness.

The roleenhancesCECOeffectivenessbybringinggreater structure, rigor,and accountabilitytoleadership decisions: framing the hardest questions, preparing the CECO for the forums that matter most, and ensuring decisions are made, documented, and driven to closure. It is a content-deep,advisoryand governance role focused on the substance of the E&C program.

Key Accountabilities & Responsibilities

1.  CECO Strategic Advisory & Decision Support

• Provide strategic counsel to the CECO and GEC LT, framing complex topics into clear options, tradeoffs, recommendations, and decision points.

• Develop high-quality decision memos, executive summaries, and stakeholder prep packs that enable faster, better leadership decisions.

• Create transparency of project status and milestones through regular portfolio reviews.Maintain a forward view of CECO priority topics and decision timing — what needs a decision, by when, and who must be aligned.

2.  GEC LT Operating Rhythm (Outcomes-Focused)

• As a standing GEC LT member, shape meeting content toward decisions, risk posture, priorities, and actions rather than discussion-only updates.

• Own decision and action discipline: ensure decisions are documented, actions carry a clear owner and date, and follow-through is tracked to closure. (Meetinglogisticsremainwith the CECO’s EA; this roleownscontent quality andoutcomes.)

• Escalate stalled actions and unresolved cross-functional dependencies to the right owners and forums.

3.  Governance & Risk Committee Readiness

• Partner with theChief of Staff/GLEC Operationsto ensure CECO governance updates are Risk Committee–ready: decision-oriented, risk-based, and supported by clear facts and mitigations.

• Curate a concise CECO Governance Pack — top risks, mitigation progress, decisionsrequired, and action follow-through — used across leadership and committee pathways.

• Ensure narratives are consistent across governance channels: what we are saying, why, and what we need.

4.  Strategic Alignment Across GLEC Operations (Connector)and GLEC

• Connect GEC LT priorities to GLEC Operations pillar leads to ensure clean alignment, handoffs,riskownershipand escalation paths.

• Partner with Strategy & Planning teammates (e.g.,Strategy Lead, Project Management Leads)soCECO and GEC LT decisions are reflected in the right roadmaps and execution mechanisms.

5.  CECO Communications & Executive Narrative

• Draft CECO talk tracks and leadership-ready messaging that reinforce strategic priorities, risk posture, and stakeholder asks.

• Coordinate with the Change Management Lead when adoption planning or structured change communications arerequired(the Change Lead owns the change plan and its execution).

6.  Enterprise E&C Decision Architecture  

• Maintain a rolling 6–12 monthCECO decision agenda thatidentifiesthe material enterprise E&C decisions, risk discussions, governance milestones, stakeholder engagements, and leadership-team dependencies.  

• Work with accountable GEC LT leaders to ensure each priority topic is brought forward with a clear recommendation, evidence base, decision owner,requiredstakeholders, implementation implications, and escalation pathway.  

• Identifycross-pillar conflicts, unresolved trade-offs, and decisions that require CECO intervention before they become governance orexecutionfailures.  

What Success Looks Like

The successful leader will:

• Create a forward-looking CECO agenda that enablestimelydecisions on the most material E&C priorities;

• Improve the quality, consistency, and decision-readiness of GEC LT and governance materials;

• Ensure material CECO and GEC LT decisions have clear owners, decision records, timelines, and escalation pathways;

• Reduce unresolved cross-functional dependencies and overdue leadership actions;

• Strengthen the coherence of E&C risk, assurance, investigation, remediation, and business-partnership narratives;

• Improve leadership confidence that governance discussions focus on material decisions rather than status updates;

• Enable clear, consistent CECO messaging across TET, Risk Committee, Audit Committee, Board, business leadership, and internal E&C channels;

• Strengthen the GEC LT’s collective effectiveness as an enterprise leadership team.

Minimum Education, Knowledge, or Experience

• Bachelor’s degreerequired; advanced degree preferred (JD, MBA, MPA, or similar).

• 10+ years in strategy, governance, operations, transformation, legal / compliance, or management consulting in a global, matrixed organization.

• Demonstratedtrack recordsupporting senior leaders with decision framing, executive writing, and cross-functional alignment.

• Deep working knowledge of ethics & compliance and governance, ideally in pharmaceuticals or another highly regulated industry (preferred).

• Strong discretion and judgment; ability to handle sensitive ethics & compliance matters with the highest integrity.

• Demonstrated ability to synthesize risk, assurance,investigations, compliance, operational and business information into clear executive-level decisions andgovernance narratives. 

• Demonstrated ability to challenge senior stakeholders, surface unresolved trade-offs, andmaintainclarity in high-stakes or sensitive situations.

• Experience working with enterprise metrics, risk indicators, dashboard insights, and qualitative evidence. 

Key Skills / Success Profile

• Executive storytelling — concise synthesis, clear recommendations, polished writing.

• Governance discipline — decision logs, action rigor, escalation pathways, closure management.

• Senior facilitation — driving alignment and decisions in leadership-team settings.

• Influence without authority; comfort navigating ambiguity at pace.

• High ethical standards and professional maturity.