Senior Director, Value Delivery Lead, Technical Operations

Who We Are
BioMarin is a leading rare disease biotechnology company focused on genetically defined conditions.
Guided by our purpose to develop medicines that make a profound impact on people’s lives, our global teams have delivered a portfolio of therapies since our founding in 1997. Our revolutionary treatments for conditions like achondroplasia (the most common form of dwarfism), PKU (phenylketonuria), CLN2, a form of Batten disease, and a number of forms of MPS (mucopolysaccharidosis) offer new possibilities for patients and families who previously had few, if any, available options. More recently, with the close of the Amicus acquisition, our portfolio has expanded to include therapies for Fabry disease and Pompe disease, expanding our ability to reach more people living with rare genetic conditions.
Our success comes from our unwavering commitment to excellence, our deep understanding of patient needs, our scientific expertise, and our world-class manufacturing capabilities. At the heart of BioMarin is a dedicated team of the brightest minds in the industry working together to deliver innovative therapies to patients and families around the world.
About Technical Operations
BioMarin’s Technical Operations group is responsible for creating our drugs for use in clinical trials and for scaling production of those drugs for the commercial market. These engineers, technicians, scientists and support staff build and maintain BioMarin’s cutting-edge manufacturing processes and sites, provide quality assurance and quality control to ensure we meet regulatory standards, and procure the needed goods and services to support manufacturing and coordinating the worldwide movement of our drugs to patients.
About TOPS Digital, Data and Operational Excellence
TOPS Digital, Data & Operational Excellence exists to find the opportunities that matter most and turn them into measurable, sustained business value. The function brings together three connected pillars: Data Science, Analytics & AI; Operational Excellence; and Digital Strategy & Value Delivery. Together, these capabilities help identify opportunities, improve how work gets done, and deliver greater impact across TOPS. The function focuses on opportunities across sites, functions, and value streams where a coordinated approach can deliver greater value. Through one TOPS-wide portfolio of priorities, ranked by business value, the team works in partnership with functions, sites, and DTA to take opportunities from insight through improvement to impact.
Data Science, Analytics & AI uses trusted data and insights to identify where value exists; Operational Excellence simplifies and improves processes using proven methodologies; and Digital Strategy & Value Delivery prioritizes opportunities, uses digital solutions to scale, and sustain improvements. Working in partnership with the business, the function helps define and enable the value of opportunity, while business teams remain accountable for delivering and sustaining results.
Role Summary
Reporting to the Head, Digital Strategy & Value Delivery, the Director/ Senior Director, Value Delivery Lead leads finite, cross-functional value pursuits across TOPS sites, functions, value streams and the external network. The role focuses on opportunities that improve gross margin, inventory to cash and end-to-end speed while protecting patient supply, quality, and safety.
Working with named business owners, Data Science, Analytics & AI, Operational Excellence, Digital Strategy & Value Delivery, DTA, Quality and Finance, the Value Lead converts prioritized opportunities into measurable, sustained business value. The role owns the integrated pursuit plan, coordinates delivery through Frame, Baseline, Simplify, Digitize and Prove, and brings the evidence required at each decision gate.
The role leads through matrix relationships and charter-based authority, aligning named contributors around agreed outcomes, capacity, targets, and timing. The Value Lead is accountable for pursuit delivery and value evidence. Site and functional leaders retain accountability for operating decisions, people, budgets, adoption and sustained operating outcomes; DTA retains technical, build and run authority; Quality retains regulated controls; and Finance retains authority for financial benefit validation, recognition and attribution.
Key Responsibilities:
Shape and charter pursuits: Identify opportunities aligned to TOPS strategy and the LRP; agree the business owner, outcome, scope, targets, measures, resources, dependencies, timing and decision rights.
Build the value case: Establish a trusted baseline, validate root causes and quantify benefits, costs, assumptions and risks with business owners, Data Science, Operational Excellence and Finance. Distinguish benefit types and prevent double counting, using methods agreed with Finance.
Lead integrated delivery: Own the pursuit plan and coordinate work across business teams, the three DDOE pillars, DTA, Quality and Finance through Frame, Baseline, Simplify, Digitize and Prove.
Simplify before digitizing: Partner with Operational Excellence and business owners to address root causes, improve and control the process, and build operating capability before applying technology where it adds value.
Secure commitments and resolve trade-offs: Confirm named resources and capacity; surface changes in value, scope, timing or dependencies; and bring options through the Head, Digital Strategy & Value Delivery, escalating unresolved TOPS priority decisions to the VP DDOE.
Maintain governance and controls: Preserve business-owner accountability, DTA technical authority, Quality approvals and Finance authority for benefit validation, recognition and attribution. Provide cases and outcome evidence to the Portfolio & Benefits Lead for portfolio review and consolidated reporting.
Drive adoption and handover: Coordinate readiness, training and handover with business owners, ensuring standard work, controls, measures and support are in place and securing formal business acceptance.
Prove, close and scale: Evidence re

Skills
Quality Control