Manager, Brand Strategy & Transformation

Mattel•El Segundo, CA

About The Position

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.

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

Enterprise Program Ownership (End‑to‑End): 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.
Decision Authority Within Frameworks: 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.
Resource & Delivery Accountability: 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.
Senior Leader Engagement & Enablement: 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.
Adoption, Measurement & Continuous Improvement: 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.