Director, Engineering Business Operations

Resmed•San Diego, CA

20d

About The Position

The Director, Engineering Business Operations will strengthen how Resmed’s Engineering organization sets priorities, measures performance, and turns strategy into action. Partnering with the VP of Engineering, Provider Solutions and the Engineering Leadership Team, this role connects engineering performance, organizational health, investment, and business outcomes. Key deliverables include an enterprise Engineering KPI framework, executive dashboards, engineering excellence initiatives, organizational health plans, and an operating rhythm that creates clarity and accountability. Working across Engineering, Finance, Product, Strategy, and HR, this is not a traditional reporting or program management position. The Director applies independent judgment, challenges assumptions, and translates complex information into recommendations that help leaders direct resources toward the highest-value opportunities. The role also supports decisions on engineering investment, workforce capacity, organizational structure, location strategy, and execution priorities. The position helps the Engineering organization make better decisions about where and how it invests talent, capacity, and resources. By strengthening execution, effectiveness, and accountability, it supports innovation and Resmed’s mission to help people breathe better and live healthier, longer lives.

Requirements

10+ years of progressive experience in Engineering Operations, Business Operations, Strategy and Operations, Finance, or organizational transformation within a complex technology organization.
A bachelor’s degree and a graduate degree in engineering, business, or an equivalent field.
Experience leading large-scale or enterprise transformation from strategy through execution, delivering measurable improvements in performance, efficiency, or business outcomes.
Strong understanding of modern software engineering organizations and how engineering effectiveness can be measured.
Exceptional analytical capability, including the ability to turn complex datasets into clear, actionable executive insight.
Demonstrated success developing KPI frameworks, executive dashboards, and performance management processes.
Strong financial and business acumen, including experience with budgets, workforce planning, investment decisions, or business cases.
Success leading complex, cross-organizational initiatives without relying on direct authority.
Ability to move confidently between detailed analysis and executive-level strategic conversations.
Proven ability to influence senior leaders and navigate complex organizational dynamics.

Nice To Haves

Independent judgment: forms a clear point of view, challenges assumptions constructively, and helps leaders make stronger decisions.
Clarity in ambiguity: brings structure to complex questions and gives teams a practical path forward.
Outcome orientation: defines success in measurable terms and focuses on meaningful organizational and business results.
Constructive influence: builds alignment across competing priorities while keeping difficult decisions moving.
Personal accountability: takes ownership from initial insight through execution and sustained improvement.

Responsibilities

Define and own Engineering KPIs across delivery, quality, reliability, productivity, efficiency, organizational health, and investment.
Build executive dashboards that reveal performance trends, emerging risks, improvement opportunities, and progress against business outcomes.
Establish consistent measurement definitions, data sources, and practices across engineering organizations.
Analyze performance patterns, identify root causes of inefficiency, and translate findings into recommendations and measurable improvement targets.
Lead cross-organizational engineering excellence initiatives to improve software delivery, developer productivity, quality, reliability, and operational maturity.
Create frameworks for assessing engineering maturity and benchmarking performance and practices internally and externally.
Establish an organizational health framework covering structure, capabilities, leadership capacity, and workforce sustainability.
Partner with Engineering leadership and HR to identify capability gaps, structural barriers, and future organizational needs aligned with product and business strategy.
Develop prioritized organizational improvement plans with investment requirements, measurable outcomes, and mechanisms for assessing change effectiveness.
Partner with Finance, HR, and Product on annual planning, budgeting, forecasting, and strategic workforce planning.
Connect engineering investment, headcount, capacity, and cost with delivery performance and broader business outcomes.
Evaluate resource allocation, organizational structure, location strategy, insourcing, outsourcing, and investment trade-offs to support leadership decisions.
Translate Engineering strategy into measurable objectives, initiatives, and execution plans, driving priority work from concept through completion.
Coordinate complex initiatives across engineering organizations, products, and functions while addressing barriers and competing priorities.
Design and lead the Engineering Leadership Team’s operating cadence, including business reviews, strategy reviews, KPI reviews, planning, governance, and performance assessments.
Provide leaders with timely, decision-ready insight into priorities, risks, accountability, and organizational performance.