Executive Director, Technology Strategy & Value Management

Labcorp•Durham, NC

2d•Hybrid

About The Position

Labcorp is a global leader in laboratory services, providing the insights and answers that help healthcare providers, patients, researchers, pharmaceutical companies and health systems make confident decisions and improve outcomes. Through our unparalleled science, data, technology and laboratory network, we advance diagnostics, accelerate innovation and help address some of the world’s most important health challenges. As we shape the future of healthcare, we are leveraging advanced technologies, intelligent digital solutions and data-driven innovation across our operations to enhance how work gets done and deliver greater value to customers and patients. With our global scale and deep expertise, you’ll have the opportunity to do meaningful work, grow your career and make a real impact on people’s health around the world. Together, we’re improving health and improving lives. Labcorp is a global leader in diagnostic testing and drug development solutions, helping healthcare providers, researchers, and patients make informed decisions that advance care. Join us in our mission to improve health and improve lives. The Executive Director, Technology Strategy & Value Management is a senior technology leader responsible for shaping how the enterprise technology organization translates business strategy into technology priorities, investment decisions, portfolio choices, and measurable business value. Reporting to the Vice President, Value Management Office, this position provides enterprise leadership across technology strategy and strategic planning, portfolio and investment management, value management, Technology Business Management (TBM), operating model evolution, and the integration of enterprise architecture direction into strategic planning and investment decisions. The Executive Director establishes and leads the enterprise management disciplines that connect technology strategy, investment, capacity, execution, and outcomes. The role provides leadership for the Value Management Office (VMO) framework, Enterprise Portfolio Office (EPO), and TBM discipline, establishing the governance, decision frameworks, and financial transparency required to optimize a significant enterprise technology portfolio and ensure resources are directed toward the highest-value business and technology priorities. This leader drives the evolution from traditional project-based planning and funding toward a product- and platform-oriented investment model, establishing the frameworks required to prioritize investments, align funding and capacity to strategic outcomes, evaluate investment performance, and measure value realization throughout the investment lifecycle. The Executive Director partners with senior Technology, Finance, Business, Product, and functional leaders to influence investment decisions, facilitate enterprise trade-offs, and provide transparency into portfolio performance, financial commitments, capacity, dependencies, risks, and realized value. The position also provides leadership oversight for Enterprise Architecture & Technology Strategy, ensuring architectural principles, technology standards, modernization priorities, and long-term technology direction are integrated into enterprise strategy, portfolio planning, and investment governance. In this capacity, the Executive Director ensures that near-term investment decisions advance the organization's strategic technology direction while balancing business priorities, financial considerations, technical sustainability, and enterprise risk. The Executive Director owns the strategy, governance, and continued evolution of enterprise portfolio management capabilities and platforms, including Clarity and Mission Control, creating an integrated source of insight for portfolio health, investment performance, resource allocation, strategic alignment, risks, dependencies, decisions, and business outcomes. The role advances the use of data, analytics, AI, and intelligent automation to improve portfolio intelligence, scenario planning, investment decision-making, and executive visibility. Operating with significant autonomy and broad enterprise influence, the Executive Director serves as a strategic advisor to senior technology leadership and a key partner to business and functional executives. The position must influence decisions across organizational boundaries, reconcile competing priorities, challenge investment assumptions, and translate complex financial, business, and technology considerations into clear recommendations for executive decision-making. This is not a traditional PMO, finance, or administrative governance role. It is an enterprise leadership position accountable for establishing the strategy, investment, portfolio, and value management system through which the technology organization prioritizes resources, governs significant investments, measures outcomes, and demonstrates the business value of technology. The role requires a leader capable of operating at the intersection of business strategy, technology strategy, architecture, finance, portfolio management, and transformation while driving organizational change at enterprise scale.

Requirements

Bachelor’s Degree; equivalent combination of education and relevant experience may be considered.
12 or more years of progressive experience in technology strategy, portfolio management, value management, technology business management, financial management, enterprise architecture, product/platform management, or related technology leadership disciplines.
7 or more years of leadership experience, including responsibility for leading teams, functions, or enterprise-level capabilities within a large, complex organization.

Nice To Haves

Master’s Degree.
Demonstrated experience developing and translating enterprise or technology strategy into actionable priorities, investment decisions, roadmaps, and measurable business outcomes.
Significant experience leading enterprise portfolio planning, investment governance, prioritization, capacity planning, or value-realization disciplines across a complex technology portfolio.
Demonstrated experience applying financial and investment-management principles to technology decisions, including business cases, total cost of ownership, investment analysis, benefits realization, and financial performance.
Experience influencing senior executives and leading cross-functional decision-making across Technology, Finance, Product, Architecture, and business organizations.
Demonstrated ability to lead large-scale organizational change, operating-model transformation, or the implementation of new enterprise management disciplines and ways of working.
Experience operating with significant autonomy in a complex environment, balancing competing business priorities, financial constraints, technology considerations, and enterprise risks.
Strong executive communication and analytical capabilities, with demonstrated ability to translate complex business, financial, and technology information into clear recommendations for senior leadership.
Experience leading technology strategy, enterprise portfolio management, Value Management Office (VMO), Enterprise Portfolio Office (EPO), Technology Business Management (TBM), or similar enterprise capabilities within a large, complex organization.
Demonstrated experience managing or influencing significant technology investment portfolios and advising executives on investment prioritization, capital allocation, resource trade-offs, and value realization.
Experience designing or implementing product-, platform-, or value-stream-based operating and funding models, including the transition from traditional project-based planning and governance.
Strong understanding of technology economics, including total cost of ownership, unit economics, cost transparency, investment modeling, benefits realization, and value-based decision-making.
Experience integrating enterprise architecture, modernization priorities, and technology roadmaps into strategic planning and investment governance.
Experience with enterprise portfolio management and TBM platforms such as Clarity, Apptio, or comparable technologies, including the use of analytics and automation to improve portfolio intelligence and executive decision-making.
Experience applying AI, advanced analytics, and intelligent automation to strategy, portfolio management, investment analysis, or enterprise management processes.
Experience operating within a highly regulated, global, or complex enterprise environment; healthcare, life sciences, diagnostics, or related industry experience is preferred.
Relevant professional certifications or demonstrated expertise in areas such as TBM, portfolio management, product management, financial management, enterprise architecture, or organizational transformation.
Enterprise Strategic Leadership: Demonstrated ability to shape enterprise technology strategy, translate business priorities into actionable technology and investment agendas, and align senior leaders around shared priorities and outcomes.
Portfolio & Investment Management: Deep understanding of enterprise portfolio management, investment prioritization, capacity allocation, governance, and resource optimization across complex technology portfolios.
Value Management & Financial Acumen: Strong business and financial acumen with the ability to evaluate technology investments, challenge assumptions, assess trade-offs, establish value frameworks, and connect technology spending to measurable business outcomes.
Executive Decision Support: Ability to synthesize complex business, financial, operational, and technology information into clear insights, scenarios, and recommendations that enable timely executive decision-making.
Technology & Architecture Acumen: Broad understanding of modern enterprise technology, architecture, platforms, cloud, data, AI, cybersecurity, and emerging technologies, with the ability to incorporate long-term technology considerations into strategy and investment decisions.
Operating Model Transformation: Proven ability to design and lead significant organizational and operating-model change, including product-, platform-, and value-stream-oriented ways of working, funding models, governance, and decision rights.
Executive Influence & Stakeholder Leadership: Exceptional ability to build credibility, influence without direct authority, navigate competing priorities, and drive alignment across senior Technology, Finance, Product, Architecture, and business leaders.
Organizational Leadership: Strong people leadership capabilities with demonstrated ability to lead leaders, build high-performing teams, establish clear accountability, develop talent, and create an outcome- and value-oriented culture.
Analytical & Systems Thinking: Exceptional analytical and problem-solving skills with the ability to understand complex interdependencies, evaluate scenarios, anticipate implications, and make sound decisions in ambiguous environments.
Transformation & Change Leadership: Demonstrated ability to challenge established practices, introduce new management disciplines, and lead enterprise-scale change while building organizational commitment and sustained adoption.
Executive Communication: Exceptional written, verbal, presentation, and facilitation skills, with the ability to communicate complex technology, financial, and strategic topics clearly and credibly to executive and senior leadership audiences.
Business Partnership & Enterprise Mindset: Strong understanding of how technology enables business strategy and performance, with the ability to balance individual business needs with enterprise priorities, financial stewardship, technology sustainability, and long-term value.
Ability to travel ~20% as needed

Responsibilities

Lead the enterprise technology strategy and strategic planning process, translating the CITO’s vision and enterprise business priorities into a cohesive, multi-year technology strategy, strategic roadmap, and investment agenda.
Establish the annual strategic framework and priorities for Technology, aligning strategic objectives, investment allocation, organizational capacity, and measurable business outcomes.
Lead strategy development and alignment across Technology leadership, ensuring business strategy, technology priorities, architecture direction, product and platform roadmaps, and investment decisions operate as an integrated system.
Connect strategy to execution by establishing clear accountability between strategic objectives, funded investments and value streams, executive ownership, and measurable outcomes.
Advise senior Technology and business leadership on strategic priorities, investment alternatives, enterprise trade-offs, emerging capabilities, and opportunities to accelerate business and technology transformation.
Establish and lead the Enterprise Portfolio Office (EPO), providing enterprise-wide governance and transparency across technology investments, products, platforms, strategic initiatives, capacity, dependencies, risks, and outcomes.
Own the enterprise portfolio planning lifecycle, including demand management, prioritization, investment planning, capacity allocation, portfolio optimization, and periodic re-planning.
Define and evolve portfolio governance for a product- and platform-based operating model, establishing outcome-based decision frameworks and investment guardrails that enable speed while maintaining appropriate enterprise oversight.
Lead executive portfolio and value reviews, providing senior leadership with actionable insight into portfolio performance, investment alignment, capacity, risks, dependencies, and opportunities to reallocate resources based on changing priorities and realized value.
Orchestrate portfolio decision-making for senior Technology and enterprise governance forums, ensuring major investment decisions and trade-offs are supported by clear business, financial, technology, and value considerations.
Establish and lead the Value Management Office (VMO) framework, methodology, and governance, shifting organizational focus from activity and delivery outputs toward measurable business outcomes and realized value.
Define the enterprise benefits-realization framework, establishing expected value for significant technology investments and measuring outcomes throughout and beyond the investment lifecycle.
Lead value engineering across the technology portfolio, challenging investment assumptions, scope, sequencing, and solution alternatives to improve return on investment, accelerate time-to-value, and maximize enterprise outcomes.
Partner with business, product, platform, and value-stream leaders to embed value management into strategic roadmaps, investment decisions, portfolio reviews, and ongoing funding decisions.
Own the enterprise technology business-case framework, establishing consistent standards for evaluating, comparing, approving, and measuring significant technology investments.
Establish and lead the enterprise Technology Business Management (TBM) discipline, creating consistent financial and value frameworks that connect technology spending to services, products, platforms, value streams, business capabilities, and outcomes.
Establish technology economic models, including total cost of ownership, unit economics, cost-to-serve, build-versus-buy analysis, and other financial frameworks used to evaluate significant technology and platform investments.
Lead investment analytics and scenario modeling to inform portfolio prioritization, resource allocation, capital decisions, and executive trade-offs.
Partner with Finance and Technology leadership to integrate strategic planning, portfolio planning, financial planning, and investment allocation into a coordinated enterprise management process.
Drive financial transparency and accountability across the technology portfolio, providing senior leadership with credible visibility into technology investment, consumption, performance, and realized value.
Lead the design and continued evolution of the planning, portfolio, investment, and value-management disciplines required to transition from project-based delivery toward a product-, platform-, and value-stream-oriented operating model.
Establish value-stream planning and investment frameworks that connect business capabilities and outcomes with technology products, platforms, capacity, funding, and accountability.
Define outcome-based funding and value-management mechanisms that align persistent investment with measurable business outcomes, delivery performance, and efficiency expectations.
Partner with Technology and business leaders to evolve capacity models, governance, funding mechanisms, decision rights, and management practices required to sustain the target operating model at enterprise scale.
Identify and remove structural barriers that constrain organizational agility, investment flexibility, speed-to-value, and accountability for business outcomes.
Provide leadership oversight for Enterprise Architecture and Technology Strategy, ensuring long-term architectural direction is integrated with enterprise technology strategy, portfolio planning, modernization priorities, and investment decisions.
Establish mechanisms to translate business strategy, technology trends, and emerging capabilities into enterprise capability roadmaps and long-term technology direction.
Ensure architectural principles, standards, modernization priorities, and technology lifecycle considerations inform strategic planning and significant investment decisions.
Partner with Technology leaders to simplify the technology landscape, reduce technical debt, modernize strategic capabilities, increase reuse, and improve the long-term sustainability and economics of the technology environment.
Ensure architecture and investment governance operate as complementary disciplines, balancing near-term business priorities with long-term technology health, scalability, resilience, and strategic flexibility.
Own the strategy, governance, investment, and enterprise adoption of portfolio management capabilities and platforms, including Clarity and Mission Control.
Establish an authoritative enterprise source of portfolio intelligence spanning investments, strategic alignment, roadmaps, capacity, financials, dependencies, risks, decisions, and outcomes.
Define enterprise portfolio data standards, governance, and accountability necessary to maintain accurate, timely, consistent, and decision-useful information.
Advance the use of AI, intelligent automation, advanced analytics, and scenario modeling to strengthen portfolio intelligence, reduce administrative effort, identify emerging risks and opportunities, and accelerate executive decision-making.
Provide leadership for the Corporate Business Relationship Management capability, strengthening strategic alignment between Technology and enterprise corporate functions.
Establish consistent executive engagement, demand-management, and strategic planning practices that connect business priorities and capability needs to enterprise technology strategy and portfolio decisions.
Ensure business demand is appropriately challenged, shaped, prioritized, and evaluated within the context of enterprise strategy, architecture, capacity, investment constraints, and expected value.
Build trusted relationships with senior business and Technology leaders, ensuring technology priorities and investments remain aligned with evolving business needs and enterprise objectives.
Serve as a senior advisor to Technology leadership on enterprise strategy, portfolio, investment, value, operating-model, and technology-economics decisions.
Lead and develop a high-performing organization spanning strategy, portfolio management, value management, TBM, architecture strategy, portfolio platforms, and business relationship management capabilities.
Influence decisions across Technology, Finance, business functions, Product, Engineering, Architecture, and other enterprise stakeholders, resolving competing priorities and driving alignment around enterprise outcomes.
Establish clear organizational objectives, decision rights, performance expectations, and accountability across assigned functions, ensuring capabilities operate as an integrated enterprise management system.
Represent Technology in senior-level enterprise forums and with external partners as appropriate, communicating strategy, investment priorities, portfolio performance, and technology value with credibility and executive presence.