Director, Strategy & Operations

Equinix•Tampa, FL

3d•$177,000 - $293,000•Onsite

About The Position

Accountable for turning DIO’s strategy into an executable operating system. Owns the strategy‑to‑execution chain—translating objectives into operational plans, engineered processes, measurable outcomes, and year‑round visibility. Builds the governance, cadence, and cross‑functional orchestration so execution is disciplined, predictable, and fast. Partners closely with Finance, Procurement, and D&A to drive value and ensure DS&O work shows up in budget, SG&A, and OPM performance.

Requirements

10+ years across strategy/operations/consulting with demonstrated ownership of strategy translation, portfolio governance, and cross‑functional execution in tech or digital infrastructure contexts.
Depth in operating model and process engineering, goal/OKR systems, and closed‑loop performance management; fluency in enterprise systems (ERP/CRM/BI) and AI‑enabled workflows.
Proven leadership of multi‑team programs and financial performance levers (budget/SG&A/OPM); credible partner to senior finance and product/engineering leaders. (Calibrated down one level from the DS&O leader/VP profile while retaining domain breadth required to lead DS&O’s charter.)
Strategic operator with systems thinking; turns direction into disciplined operating mechanisms.
Analytical problem solving (uses data; does not build dashboards) and crisp decision framing.
Governance and cadence builder; sets standards others adopt.
Executive communication and influence across strong, senior stakeholders.
Change leader who lands new ways of working at scale.

Responsibilities

Stewarding and Operationalizing DIO’s Strategy: Own the annual strategy cycle for the function and convert direction into clear operational goals, KPIs, prioritized bodies of work, and success measures. Cascade goals across organizational layers; ensure line‑of‑sight and consistent interpretation in plans and commitments. Define what is tracked, how it’s surfaced, and the review rhythm; partner with D&A to specify dashboards (DS&O sets requirements; D&A builds). Maintain a single, integrated view of progress, risks, dependencies, and trade‑offs for the DCOO and LT.
Engineering End‑to‑End Processes: Lead E2E process design for foundational DS&O workflows (intake, prioritization, requirements, governance, closed‑loop measurement). Set standards, requirements, and cross‑team interfaces so teams “push buttons,” not rebuild the wheel. Orchestrate rollout and change management so processes take hold; define KPIs/ROI and the refine‑improve cycle.
Driving Operationalization of Run of the Business Programs: Turn ambiguous, high‑stakes efforts into executable programs with clear scope, ownership, sequencing, governance, and measurable outcomes. Run the operating cadence for these initiatives—surface risks early, resolve conflicts, maintain momentum across the year. Ensure initiatives “activate” inside DIO—expectations, decision paths, and accountabilities understood and adopted.
Track Budget, SG&A, and OPM Performance: Operate the portfolio of cross‑functional work that moves SG&A and OPM; track budget “like a hawk,” identify levers, and drive escalations to unblock value. Partner with Finance, OPM teams, Procurement, and DIO leaders to specify scope, ownership, KPIs, and timelines for each cost/efficiency program.