Head, Global R&D Policy and Innovation

Takeda•Boston, MA

About The Position

The Head, Global R&D Policy and Innovation leads Takeda’s Global R&D Policy and Innovation (GRPI) function and is accountable for its overall strategy, priorities, operating model, talent, resources, external influence, and impact. The role sets the enterprise regulatory policy agenda; aligns Global Regulatory Asset Policy, Global R&D Policy, regional policy, and strategic regulatory intelligence and research capabilities as one function; and represents GRPI in senior GRA, R&D, and enterprise governance. The role provides decision-ready advice on consequential regulatory, legislative, geopolitical, scientific, and innovation issues affecting R&D. It leads GRPI’s senior leadership team, external influence strategy, and key stakeholder relationships, while advising senior executives on high-impact external engagements and policy decisions. It partners closely with the Heads of US Public Affairs, International Public Affairs, and Regulatory Legal to coordinate regulatory policy, public policy, legal, and advocacy strategies. The position also develops organizational capability and ensures GRPI delivers measurable impact through effective asset support, ownership of enterprise priorities, deployment of expertise, and focused policy, research, and strategic engagement.

Requirements

20+ years of progressively responsible experience, including senior leadership of global regulatory policy, regulatory strategy, R&D policy, external affairs, or related biopharmaceutical work.
Demonstrated enterprise leadership across a broad global portfolio, including senior executive influence, organizational design, talent leadership, prioritization, and resource trade-offs.
Deep understanding of global drug development, regulatory systems, policy and advocacy, and how external change affects portfolio and enterprise strategy.
Strong strategic judgment and ability to translate complex scientific, regulatory, legislative, or policy issues into clear recommendations for the intended audience.
Demonstrated ability to work across regions and functions, influence without authority, and maintain momentum in a matrixed organization.
Excellent written and verbal communication skills and sound judgment in external engagement.
Demonstrates Takeda Leadership Behaviors: Think Strategically, Inspire Others, Deliver Priorities, and Elevate Capabilities.

Responsibilities

Set GRPI’s vision, strategy, priorities, decision rights, investment choices, and operating model in alignment with Takeda, R&D, and GRA priorities.
Determine the enterprise regulatory policy agenda and decide where Takeda should lead, partner, challenge, or monitor; make final GRPI prioritization and escalation decisions.
Oversee Global Regulatory Asset Policy and Global R&D Policy as complementary capabilities, ensuring asset-derived issues inform enterprise priorities and enterprise policy creates practical value for the portfolio.
Lead the GRPI senior leadership team and set expectations for regional policy, intelligence and research, resource deployment, quality, and measurable impact.
Represent GRPI in senior GRA, R&D, therapeutic area, and enterprise governance, and provide decision-ready advice on consequential issues affecting R&D.
Own GRPI’s senior external influence strategy and key health authority, trade association, coalition, academic, and policy relationships, delegating issue leadership where appropriate.
Ensure senior Takeda leaders are informed and advised on significant regulatory and R&D policy developments, emerging risks and opportunities, and Takeda positions; oversee leadership briefings and preparation for priority external engagements.
Personally advise and prepare senior executives for consequential external engagements and policy decisions, ensuring clear objectives, aligned positions, appropriate context, and coordinated external strategy.
Partner with the Heads of US Public Affairs, International Public Affairs, and Regulatory Legal to align regulatory policy, public policy, legal, and advocacy strategies; establish shared positions and coordinated engagement, and resolve differences early.
Build organizational capability through talent development, succession planning, GCM and partner strategy, knowledge systems, and disciplined resource allocation.
Ensure GRPI demonstrates impact through earlier asset support, clear ownership of enterprise priorities, faster deployment of expertise, and greater focus on differentiated policy, research, and strategic engagement.