Director - Strategy and Operations

F5 Networks•Seattle, WA

21h

About The Position

The Director of Strategy Planning and Business Operations is responsible for translating operational strategy into integrated planning, organizational alignment, executive visibility, and cross-functional execution. The function leads the Product and Engineering management system and serves as the strategic planning, business operations, communications, and organizational management partner across Product Operations and Engineering Operations. It connects long-range strategy, annual and quarterly plans, Opex and workforce assumptions, portfolio investments, performance evidence, decisions, risks, and actions so strategic priorities, product direction, operational progress, and business outcomes are consistently understood, adopted, and acted upon throughout the organization. The role connects executive strategy with organizational execution through clear operating mechanisms and actionable communications that improve alignment, accelerate adoption, and strengthen cross-functional execution across the enterprise. The Director partners closely with Product Lifecycle Program Managers, Technical Program Managers, Product Management, Engineering Leadership, Strategic Analytics and Insights, Finance, Business Process and Value Delivery, Sales, Channels, Customer Success, and Executive Leadership to connect planning, portfolio and investment choices, roadmap priorities, NPI readiness, organizational transformation, operational health, and business performance through one consistent management system and operating narrative.

Requirements

Demonstrated leadership in strategy execution, integrated business planning, portfolio or investment governance, executive decision support, organizational communications, and complex cross-functional change in a Product and Engineering environment.
Ability to convert ambiguous strategic questions into structured plans, evidence requirements, decision-ready choices, executive narratives, accountable actions, and measurable outcomes.
Strong people leadership, executive presence, facilitation, written communication, and stakeholder influence across Product, Engineering, Finance, Sales, Channels, and other enterprise partners.
Experience establishing operating cadences, QBRs, scorecards, portfolio reviews, decision records, action-closure mechanisms, and continuous improvement practices.

Responsibilities

Develop and continuously evolve the integrated planning discipline and operational narrative that connect long-range strategy, annual and quarterly plans, Opex and workforce assumptions, portfolio priorities, business objectives, transformation initiatives, and organizational progress across Product Operations and Engineering Operations.
Lead the integrated operating calendar, QBR design, review readiness, executive decision support, decision records, escalation, and action closure. Develop strategic planning updates, executive scorecards, executive operating reviews, selected Board-level operational readouts, organizational announcements, and transformation communications that support informed tradeoffs and timely decision-making.
Partner with PLPMs and TPMs to communicate product roadmap evolution, NPI readiness, program milestones, delivery progress, product lifecycle decisions, cross-functional dependencies, operational risks, and executive decisions.
Partner with Product Operations, Product Management, Sales, Channel organizations, Customer Success, and Product Marketing to ensure strategic product investments, roadmap direction, NPI planning, and launch readiness are communicated early and consistently across commercial organizations.
Lead communications supporting new operating processes, governance changes, AI adoption, workflow modernization, organizational transformation, new operating rhythms, and cross-functional initiatives.
Partner with Strategic Analytics and Insights to translate governed operational metrics, executive scorecards, business performance, transformation progress, and organizational outcomes into meaningful executive narratives.
Set intake, evidence, business-case, tradeoff, and decision-traceability standards for portfolio and investment reviews.
Lead and develop a team with capabilities in operating rhythm, integrated planning and performance, portfolio and investment governance, executive communications, and change adoption. Continuously improve the management system, standardize repeatable work, and use data and automation to reduce manual coordination after processes and evidence requirements are clear.