Senior Business Strategy Specialist (m/f/d)

NTT Global Data Centers•City of London, VA

19h•$127,300 - $181,300•Remote

About The Position

The Senior Business Strategy Specialist (m/f/d) is a senior individual contributor within the Strategy Realization Office (SRO). This role combines business strategy, commercial judgment, operating model design, and technology-enabled innovation to help GDC leaders translate complex business challenges into clear decisions, executable change, and measurable outcomes. As a business-led transformation practitioner, the role focuses on turning strategic intent and emerging technology opportunities into practical, scalable capabilities that create tangible business value. The specialist works across commercial, portfolio, product, go-to-market, organizational, operating model, and transformation initiatives, applying structured problem solving, evidence-based analysis, stakeholder influence, and hands-on execution. The role partners with senior leaders to evaluate opportunities, improve decision quality, challenge ineffective processes, and accelerate organizational performance. This position is critical to scaling the Strategy Realization Office as a repeatable enterprise capability. The successful candidate independently structures ambiguous business problems, builds alignment across diverse stakeholders, and remains closely connected to execution to ensure recommendations translate into action and results. They are commercially minded, technically curious, and focused on business outcomes rather than technology for its own sake. Beyond project delivery, the Senior Business Strategy Specialist (m/f/d) contributes to the continuous evolution of the SRO by improving methodologies, productizing approaches, responsibly exploring emerging technologies, and developing reusable capabilities that strengthen the organization's ability to realize strategy at scale. This is a hands-on strategic execution role, not a traditional corporate strategy, PMO, or administrative position, requiring a balance of strategic thinking, practical experimentation, and disciplined execution.

Requirements

MBA, Bachelor's degree or equivalent relevant professional experience
Substantial experience in strategy execution, business transformation, operating-model change, M&A/integration, internal consulting, product/commercial transformation, complex programme shaping, or a comparable environment.
Evidence of independently structuring ambiguous business problems and producing decision-ready recommendations for senior stakeholders.
Evidence of moving work beyond analysis into mobilization, implementation, or measurable organizational change.
Experience operating across multiple functions, stakeholder groups, or geographies in a complex organization.
Strong written communication and ability to produce concise executive-quality outputs.
Strong structured problem-solving and ability to create clarity from ambiguity.
Commercial and strategic judgement, including confidence with value, cost, risk, and trade-offs.
Operating model, organizational design, or business architecture thinking.
Senior stakeholder engagement, influencing, and relationship management.
Ability to mobilize work through ownership, sequencing, governance, and measurable outcomes.
Technology curiosity and willingness to experiment with AI-enabled and digital ways of working.

Responsibilities

Lead or own defined pieces of complex, cross-functional work from initial ambiguity through structured assessment and recommendation.
Translate competing views, incomplete evidence and broad strategic intent into clear problem statements, decision questions, value hypotheses, and practical scopes.
Build neutral, fact-based assessments that integrate commercial, operational, organizational, and technology considerations.
Develop executive-ready options, trade-offs, recommendations, decision criteria, and briefing materials that help leaders make high-quality decisions.
Apply commercial and strategic judgement to portfolio, product, go-to-market, operating-model and wider business questions where SRO is engaged.
Connect strategic choices to value, cost, risk, customer impact, P&L implications, organizational capacity, and execution feasibility.
Work with GDC functions and specialist subject matter expert colleagues where deeper modelling or initiative framing is required, while remaining able to challenge assumptions and interpret the business implications.
Shape current state and future-state operating models across people, process, governance, data, technology, roles, and decision rights.
Identify organizational drag, duplication, unclear accountability, process failure, or governance gaps that limit execution.
Design pragmatic future-state options that balance global consistency, local realities, control, pace, and user adoption.
Convert recommendations into practical mobilization plans with sequencing, ownership, dependencies, governance, measures, and handover requirements.
Stay sufficiently close to implementation to resolve ambiguity, maintain decision discipline, and help the accountable business owner move from intent to action.
Define success measures and, where appropriate, support benefits tracking, forecast-to-actual review and lessons learned.
Build trusted relationships across functions and geographies, including senior and executive stakeholders.
Facilitate structured working sessions and decision forums when they are useful, while avoiding facilitation as an end in itself.
Challenge assumptions constructively, handle sensitive or contested topics with discretion, and maintain an enterprise-wide rather than functional perspective.
Communicate complex issues simply and credibly in writing and in person.
Apply and improve the SRO. Evaluate Mobilize and Execute lifecycle, engagement gates, and quality standards.
Contribute practical methods, playbooks, templates, case studies, value stories, and reusable assets that make SRO delivery more consistent and scalable.
Help strengthen portfolio discipline, knowledge reuse, and the link between SRO activity, decision outcomes, and measurable value.
Use AI, data, workflow, and collaboration technologies to improve research, synthesis, analysis, communication, and delivery quality.
Actively test new ways of working rather than treating AI or automation as somebody else's responsibility.
Work with Business Technology Strategy colleagues to identify where agents, workflows, applications, interfaces, or decision-support products could materially improve an engagement or become reusable capability.
Protect confidentiality, neutrality, and human judgement when using technology-enabled methods.