NPI Portfolio and Transformation Lead

GSK•Zebulon, NC

About The Position

The purpose of this role is to lead delivery of the site transformation strategy established by the Site Leadership Team (SLT), while providing analysis, options, feasibility assessments and recommendations to support strategy development. The role translates approved priorities into integrated, executable programs and is accountable for delivery of the site-wide transformation portfolio, the New Product Introduction (NPI) portfolio, technical transfers and key strategic initiatives designated by the SLT. The role leads cross-functional delivery across Manufacturing, Quality, MSAT, Engineering, Supply Chain, Regulatory, CMC and other relevant functions; establishes fit-for-purpose governance; manages dependencies, resources, risks and decisions; and ensures agreed outcomes and benefits are achieved through implementation, stabilization and formal handover. Functional leaders retain technical approval, compliance and sustained operational accountability within their respective area. Translate the site transformation strategy and SLT-approved priorities into an integrated portfolio roadmap, providing data, options, feasibility assessments, sequencing recommendations, resource requirements and delivery risks to support SLT decision-making. Lead end-to-end delivery of the site transformation portfolio, NPI portfolio, technical transfers and key strategic initiatives designated by the SLT, ensuring alignment to approved scope, milestones, business objectives and measurable benefits. Establish and lead fit-for-purpose governance for portfolio projects and designated strategic initiatives, including prioritization, stage gates, integrated plans, performance reporting, risk and issue management, decision tracking and timely escalation. This remit does not extend to routine functional projects or constitute ownership of a general site PMO; functional leaders remain accountable for projects within their normal operational remit. Provide direct leadership to the permanent NPI team and delivery leadership to cross-functional resources assigned to transformation initiatives. Ensure the organization is appropriately structured, resourced and developed, while assigned resources retain their normal functional reporting lines and accountabilities. Lead integrated delivery planning for regulatory submissions, process validation, technology transfer, operational readiness and inspection readiness. Ensure Quality, Regulatory, MSAT, Engineering, Manufacturing and Supply Chain owners have aligned plans, dependencies, milestones and risk mitigations, while functional experts retain technical approval and compliance accountability. Ensure capital projects supporting NPI, transformation and operational readiness are integrated into the overall portfolio plan, with aligned scope, milestones, dependencies, qualification requirements and risk mitigations. Engineering retains accountability for capital-project execution, technical decisions and applicable engineering standards. Ensure operational readiness across people, process, plant, materials, systems and ways of working, including training, procedures, supply continuity, equipment and facility readiness, and effective transition into routine operations. Drive continuous improvement and sustainable change across the approved portfolio, establishing balanced success measures including on-time delivery, milestone performance, benefits realization, operational readiness, quality and Right First Time, cost performance and risk reduction. Ensure portfolio projects and strategic initiatives deliver approved objectives and measurable benefits through implementation and stabilization; confirm required controls and capabilities are embedded and complete formal handover to the accountable functional owner for sustained performance. Foster a high-performance culture grounded in safety, quality, integrity, inclusion, collaboration and accountability, enabling open escalation, sound decision-making, coaching, development and recognition across the permanent and matrix teams.

Requirements

7+ years of experience with leadership of complex pharmaceutical transformation or strategic programs in a regulated manufacturing environment, with a strong understanding of safety, quality, compliance and operational standards.
Must be able to translate strategic priorities into executable roadmaps and to deliver cross-functional programs through governance, integrated planning, resource alignment, risk management, decision making and senior stakeholder engagement.
Experience leading permanent teams and matrixed cross-functional resources across site-based and central functions, with clear accountability for outcomes and timely escalation.
Experience with portfolio governance for strategic initiatives, including prioritization, stage gates, milestone and benefits tracking, performance reporting, and transition to accountable business owners.
Experience coordinating operational readiness across people, process, plant, materials and systems.
Analytical and communication capability, including the ability to interpret data, assess complex and interdependent scenarios, present options and recommendations, and report performance to senior leadership.

Nice To Haves

NPI, technology transfer, regulatory readiness, validation or inspection-readiness experience is preferred.
Strategic program and portfolio delivery, including prioritization, integrated planning, governance, dependency management, risk and issue management, decision tracking, benefits realization and formal handover.
Strong working knowledge of pharmaceutical manufacturing, cGMP expectations, quality systems, operational readiness and regulated change.
NPI and technology-transfer knowledge is preferred.
Ability to lead through influence across Manufacturing, Quality, MSAT, Engineering, Supply Chain, Regulatory, CMC and other functions, while maintaining clear accountability boundaries.
Excellent stakeholder management, consultation, listening, communication, negotiation and conflict resolution skills, with the ability to engage effectively from shop floor to senior leadership.
Strong analytical capability and disciplined use of balanced performance measures covering delivery, readiness, quality, cost, risk reduction and benefits realization.
Ability to build and develop high-performing teams through coaching, feedback, recognition, inclusion and clear accountability.
Flexible, adaptable and resilient; able to work effectively under pressure, manage competing priorities and drive sustainable change.
Professional project or program management certification preferred.
Lean Six Sigma Green Belt or Black Belt desirable.

Responsibilities

Translate the site transformation strategy and SLT-approved priorities into an integrated portfolio roadmap, providing data, options, feasibility assessments, sequencing recommendations, resource requirements and delivery risks to support SLT decision-making.
Lead end-to-end delivery of the site transformation portfolio, NPI portfolio, technical transfers and key strategic initiatives designated by the SLT, ensuring alignment to approved scope, milestones, business objectives and measurable benefits.
Establish and lead fit-for-purpose governance for portfolio projects and designated strategic initiatives, including prioritization, stage gates, integrated plans, performance reporting, risk and issue management, decision tracking and timely escalation.
Provide direct leadership to the permanent NPI team and delivery leadership to cross-functional resources assigned to transformation initiatives.
Lead integrated delivery planning for regulatory submissions, process validation, technology transfer, operational readiness and inspection readiness.
Ensure capital projects supporting NPI, transformation and operational readiness are integrated into the overall portfolio plan, with aligned scope, milestones, dependencies, qualification requirements and risk mitigations.
Ensure operational readiness across people, process, plant, materials, systems and ways of working, including training, procedures, supply continuity, equipment and facility readiness, and effective transition into routine operations.
Drive continuous improvement and sustainable change across the approved portfolio, establishing balanced success measures including on-time delivery, milestone performance, benefits realization, operational readiness, quality and Right First Time, cost performance and risk reduction.
Ensure portfolio projects and strategic initiatives deliver approved objectives and measurable benefits through implementation and stabilization; confirm required controls and capabilities are embedded and complete formal handover to the accountable functional owner for sustained performance.
Foster a high-performance culture grounded in safety, quality, integrity, inclusion, collaboration and accountability, enabling open escalation, sound decision-making, coaching, development and recognition across the permanent and matrix teams.