Manager, Brand Strategy & Transformation

Mattel•El Segundo, CA

3h•Onsite

About The Position

CREATIVITY IS OUR SUPERPOWER. It’s our heritage and it’s also our future. Because we don’t just make toys. We create innovative products and experiences that inspire fans, entertain audiences and develop children through play. Mattel is at its best when every member of our team feels respected, included, and heard—when everyone can show up as themselves and do their best work every day. We value and share an infinite range of ideas and voices that evolve and broaden our perspectives with a reach that extends into all our brands, partners, and suppliers. The Manager, Global Brand Strategy & Transformation is an enterprise program owner responsible for end‑to‑end delivery of defined global brand strategy programs within Mattel’s brand strategy operating model. This role translates enterprise strategy standards into executable programs with clear outcomes, decision points, and adoption metrics—ensuring brand leaders can make disciplined, aligned decisions at scale. Unlike an execution-only role, this position owns specific programs with outcomes, exercises defined decision authority within approved frameworks, and holds resource accountability for program delivery. This role: Owns execution and outcomes for assigned enterprise brand strategy programs. Makes program‑level decisions within Director‑approved frameworks and standards. Prioritizes resources and sequencing for assigned programs. Escalates only structural, cross‑category, or enterprise conflicts. Scope: Cross‑category / enterprise program scope spanning all brands and categories. Impact: Material influence on quality, clarity, and discipline of brand‑level decisions; sustained adoption of global brand strategy practices. Stakeholders: VPs, Senior Directors, Directors across Global Brand, Commercial, Creative, and Strategy functions. We are a purpose driven company aiming to empower generations to explore the wonder of childhood and reach their full potential. We live up to our purpose employing the following behaviors: We collaborate: Being a part of Mattel means being part of one team with shared values and common goals. Every person counts and working closely together always brings better results. Partnership is our process and our collective capabilities is our superpower. We innovate: At Mattel we always aim to find new and better ways to create innovative products and experiences. No matter where you work in the organization, you can always make a difference and have real impact. We welcome new ideas and value new initiatives that challenge conventional thinking. We execute: We are a performance-driven company. We strive for excellence and are focused on pursuing best-in-class outcomes. We believe in accountability and ownership and know that our people are at their best when they are empowered to create and deliver results. Mattel is a leading global toy and family entertainment company and owner of one of the most iconic brand portfolios in the world. We engage consumers and fans through our franchise brands, including Barbie, Hot Wheels, Fisher-Price, American Girl, Thomas & Friends, UNO, Masters of the Universe, Matchbox, Monster High, MEGA and Polly Pocket, as well as other popular properties that we own or license in partnership with global entertainment companies. Our offerings include toys, content, consumer products, digital and live experiences. Our products are sold in collaboration with the world’s leading retail and ecommerce companies. Since its founding in 1945, Mattel is proud to be a trusted partner in empowering generations to explore the wonder of childhood and reach their full potential. Mattel’s award-winning workplace culture has been recognized by Forbes, Fast Company, Newsweek, Great Place to Work, TIME, and more.

Requirements

8–10 years of experience in brand strategy, management consulting, portfolio planning, or transformation roles.
Demonstrated ownership of programs with defined outcomes in complex, matrixed organizations.
Experience working directly with senior leaders on strategic decision‑making.
Program ownership & delivery
Strategic problem solving & portfolio thinking
Decision facilitation within governance frameworks
Executive communication & synthesis
Change enablement & adoption

Responsibilities

Own one or more named, enterprise brand strategy programs end‑to‑end (e.g., Enterprise Brand Planning Cycle; Portfolio Prioritization & Investment Governance; Brand Strategy Capability & Training).
Define program scope, objectives, success metrics, milestones, and deliverables.
Sequence and prioritize work to ensure brands advance through planning and decision milestones with quality and readiness.
Ensure programs operate within Director‑approved standards while continuously improving effectiveness.
Make day‑to‑day program decisions without escalation within approved strategy frameworks, including: Readiness to advance brands through program milestones.
Prioritization and sequencing of activities and dependencies.
Approval of program templates, deliverables, and standards.
Identify structural or enterprise‑level issues requiring escalation to the Director.
Own delivery outcomes for assigned programs, including timelines, quality, and adoption.
Prioritize and allocate Associate Manager capacity across program activities.
Coordinate cross‑functional inputs (Brand, Creative, Commercial, Finance, Insights) to deliver program outcomes.
Partner with VPs, Senior Directors, and Directors to apply brand strategy methodologies to real portfolio decisions.
Lead program‑specific working sessions and decision forums; translate inputs into decision‑ready narratives.
Reinforce clarity on roles, expectations, and decision rights related to assigned programs.
Define program‑level KPIs and adoption measures.
Track usage, compliance, and effectiveness; surface insights and recommendations.
Drive corrective actions and iterative improvements to sustain adoption over time.
Owns execution and outcomes for assigned enterprise brand strategy programs.
Makes program‑level decisions within Director‑approved frameworks and standards.
Prioritizes resources and sequencing for assigned programs.
Escalates only structural, cross‑category, or enterprise conflicts.