Senior Director, Research Strategy and Operations (Core Team Leader)

Tempus AI•Chicago, IL

3d•Hybrid

About The Position

Tempus is seeking an industry veteran to serve as Core Team Leader (CTL) for its growing product portfolio. The CTL leads the product development lifecycle and is accountable for executing and commercially launching complex regulated diagnostic products, from concept through commercialization. The role leads a cross-functional team spanning R&D, Clinical, Regulatory, Quality, Software, and Operations, and provides strategic direction, operational oversight, and decision-making in a matrix environment. The CTL partners with a Product Manager responsible for market strategy and a Project Manager responsible for tactical schedules, while maintaining accountability for the overall product objective and timeline. The CTL ensures teams have the resources and clarity needed to deliver, identifies and escalates root causes when work is off track, leads formal Stage-Gate reviews, and communicates technical, clinical, and operational information as actionable business narratives for leadership. The role champions Design Control and applicable regulatory standards, guides development through LDT, 510(k), or PMA pathways, and oversees transition from R&D to Clinical Lab Operations to ensure scalable, launch-ready order-to-result workflows. The position connects technical development with the Commercial organization, translating technical milestones into market-ready value propositions. Success is measured by effective Stage-Gate presentations, roadmap adherence with Design Control compliance, a smooth operational transfer with launch KPIs met, and clear, engaged cross-functional teams.

Requirements

Advanced degree (PhD, MD, or MS) in Genetics, Molecular Biology, or Engineering.
At least 10 years of experience in the life sciences or diagnostics industry.
At least 4 years as a Core Team Leader, Product Development Lead, or Program Director in a matrixed environment.
Deep experience in Oncology Diagnostics, NGS, or Liquid Biopsy.
Expert knowledge of Phased-Gate/Stage-Gate development cycles.
Strong emotional intelligence and communication skills, including the ability to communicate with executive-level stakeholders.
Demonstrated ability to influence without authority and guide senior functional experts who do not report to the role.
Ability to communicate effectively with both R&D scientists and Commercial leaders.
Focus on manufacturability and operational scalability, as well as scientific development.

Nice To Haves

MBA.
Experience navigating FDA Class II/III medical device development, including PMA or 510(k) pathways.

Responsibilities

Serve as the single point of accountability for the product development lifecycle and delivery against the Target Product Profile, product requirements, and timeline.
Lead a cross-functional Core Team of functional leaders without direct line authority; negotiate priorities, build consensus, and align teams around a shared vision.
Ensure the technical and clinical vision is understood and executed across technical sub-teams, preventing scope creep and strategic drift.
Identify and resolve friction between functional groups through constructive debate and data-driven decisions.
Lead formal Stage-Gate Reviews and synthesize technical, clinical, and operational information into actionable business narratives for leadership.
Identify critical-path risks; drive trade-off decisions involving scope, timeline, and resources; and escalate structural blockers when necessary.
Collaborate with functional leadership on resource allocation and alignment with portfolio priorities.
Champion development processes compliant with Design Control, 21 CFR 820, and ISO 13485 standards.
Guide teams through LDT, 510(k), or PMA regulatory pathways.
Oversee the transition from R&D to Clinical Lab Operations and ensure the order-to-result workflow is robust, scalable, and ready for commercial volume.
Connect technical development with the Commercial organization and ensure technical milestones translate into market-ready value propositions.
Identify and escalate root causes when projects trend off track, expectations are unclear, or resources are not appropriately allocated.