CFC Excellence & Enablement Lead

ROLE SUMMARY
The CFC Excellence & Enablement Lead is the strategic leader accountable for defining CFC excellence, setting the standards for field effectiveness, translating CEP business priorities into integrated CMO capability and enablement plans, and stewarding the future-state field experience. The role connects and orchestrates planning across CEP leadership, CMO CFC capability owners, Digital, Analytics, Compliance, and other enterprise stakeholders to ensure that field capabilities, platforms, processes, and change efforts are aligned to business strategy and delivered with seamless coordination and as per planned timelines.
The leader manages three Senior Director CFC Enablement Leads, each aligned to CEP leadership for a business, and one CFC Tools Enablement & Process Excellence Senior Manager. The CFC Enablement Leads serve as the single point of contact for CEP plan development and pull-through: they co-create an integrated annual capability deployment plan with CEP leaders, sequence enterprise and business priorities, coordinate implementation across partners, surface field needs early, and maintain accountability for adoption and value realization.
This role also provides strategic leadership for major, multi-year US enterprise transformations that materially shape how CFCs plan and execute customer engagement. Current priorities include the US Life Sciences Cloud transition, Scout expansion, and convergence and rationalization of CFC tools, platforms, data, and workflows. The leader defines field-experience blueprint, shaping the operating-plan horizon for CFC platform evolution, ensuring near-term delivery choices build toward a simpler, connected, insight-led CFC experience that strengthens pre-call planning, elevates call quality, improves productivity, and enables more consistent customer engagement.
KEY RESPONSIBILITIES1. Set CFC strategy, excellence standards, and enterprise agenda
· Establish standards for CFC excellence across priority field roles, including rep, ABM, and KAD competency expectations, performance standards, capabilities, behaviors, workflows, tools, data, and enablement required for effective planning and high-quality customer interactions.
· Lead external and internal benchmarking to identify capability gaps, emerging practices, and opportunities to strengthen field effectiveness; convert findings into a prioritized investment and transformation agenda.
· Create a common measurement and benchmarking framework that prioritizes what, when, and how to measure CFC experience using available field experience, adoption, call-quality, productivity, journey, and business-impact measures; sponsor a practical and repeatable Voice of Field and feedback engine to inform investment, design, and optimization decisions.
2. Lead enterprise CFC transformation and platform convergence
· Provide business leadership for the US Life Sciences Cloud transition, ensuring cross-business governance, CFC and CEP representation, discovery and requirements alignment, readiness, change strategy, risk escalation, and linkage to the broader CFC experience roadmap.
· Lead Scout expansion and convergence strategy, aligning sequencing, use cases, user personas, adoption, and transition from legacy reporting (i.e. SMART) and planning experiences to a streamlined, insight-led approach with better UX
· Sponsor convergence and rationalization of CFC tools, platforms, data, and processes, mapping the end-to-end CFC journey, identifying fragmentation and duplication, defining target-state principles, and driving senior stakeholder decisions on the future portfolio.
· Shape the future-state Field AI experience blueprint, integrating AI-enabled planning, insight, coaching, listening, and workflow opportunities in a responsible, compliant, and role-relevant manner.
· Create strong governance across transformation programs, clarifying outcomes, workstreams, accountabilities, interdependencies, decision forums, milestones, risks, and value measures while partnering with dedicated SMEs, product owners, Digital, and program delivery teams.
3. Elevate CFC Enablement Leads’ role as the strategic single point of contact for CEP leadership
· Define and embed a common strategic-orchestrator model for the three CFC Enablement Leads, with clear service expectations, decision rights, planning standards, engagement cadences, and shared tools.
· Position CFC Enablement Leads as trusted strategic advisors who bring CMO capabilities point of view to CEP leadership
· Ensure each CFC Enablement Leads develop an integrated CEP capability deployment plan anchored in business strategy, customer engagement priorities and field needs. Ensure plans are maintained as living, year-round tools for prioritization, sequencing, decision making, and pull-through.
· Provide oversight for capability pull-through orchestration by ensuring CFC Enablement Leads convene the right CMO SMEs, CEP leaders, and business team members to clarify requirements, align roles, resolve barriers, and drive timely implementation of priority capabilities.
· Maintain a unified portfolio view across CEP businesses to identify common needs, enable cross-business scale, manage dependencies, reduce duplicative asks, and inform CMO prioritization.
· Drive disciplined pull-through and adoption by ensuring plans translate into sequenced stakeholder engagement, readiness, communications, learning, implementation, issue resolution, and measurement of outcomes.
4. Lead senior stakeholders and cross-functional decision making
· Build alignment across senior US leaders including CEP leadership teams, CMO verticals, Digital, Analytics and AI, Global platform teams, Finance, Compliance, Legal, Learning, and Program Orchestration.
· Chair or represent the function in senior governance forums and provide concise, decision-oriented recommendations, trade-offs, risks, and escalation paths. (i.e. CEP Council, AI Council, sales leadership meetings)
· Influence without direct authority across a highly matrixed environment, resolving conflict and ambiguity while holding partners accountable to shared outcomes.
· Represent the US field voice early in capability design and bring CEP needs upstream into CMO-led capability builds so roadmaps, requirements, program deliverables, and solutions reflect role-specific needs, workflow realities, compliance requirements, and business nuance before build decisions are locked.
· Direct executive communications and change narratives that connect transformation activity to business value, colleague experience, customer engagement, and enterprise strategy.
5. Lead the organization, talent, and operating model
· Lead, coach, and develop a senior team of three Senior Director CFC Enablement Leads and one CFC Tools Enablement & Process Excellence Senior Manager; set outcomes, allocate capacity, manage performance, and build succession strength.
· Build an integrated team operating model that combines business-facing enablement, tools enablement, process excellence, field experience, and enterprise transformation leadership.
· Set portfolio and resource priorities based on strategic value, business urgency, enterprise risk, colleague impact, feasibility, and available capacity; stop or redirect work that does not support the agreed agenda.
· Create a culture of enterprise leadership and continuous improvement where the team shares insights, scales repeatable practices, uses evidence to make decisions, and actively removes friction for stakeholders and CFCs.
QUALIFICATIONS
· Education. Bachelor’s degree required; advanced degree such as an MBA preferred.
· Experience. 12+ years of progressive leadership experience across US biopharmaceutical commercial strategy, customer engagement, field operations, enablement, digital transformation, analytics, or related functions. Less with advance degree.
· Enterprise leadership. Demonstrated success leading complex, multi-year, cross-functional transformations with significant organizational impact, senior governance, investment choices, change leadership, and accountability for business outcomes.
· People leadership. Proven ability to lead and develop senior director-level talent, shape operating models, manage performance, and unify teams through ambiguity and organizational change.
· Executive stakeholder managem