Senior Director, Strategic Initiatives, Agentic Workforce Strategy & Innovation

Salesforce•Indianapolis, IN

About The Position

About Salesforce Salesforce is the #1 AI CRM, where humans with agents drive customer success together. Here, ambition meets action. Tech meets trust. And innovation isn’t a buzzword — it’s a way of life. The world of work as we know it is changing and we're looking for Trailblazers who are passionate about bettering business and the world through AI, driving innovation, and keeping Salesforce's core values at the heart of it all. Ready to level-up your career at the company leading workforce transformation in the agentic era? You’re in the right place! Agentforce is the future of AI, and you are the future of Salesforce. The Agentic Workforce Strategy & Innovation team sits at the intersection of two of the most consequential shifts in enterprise business: the rise of AI agents and the reimagination of how work gets done. We are looking for a Senior Director who functions as a true force multiplier. You’ll bring operational clarity to a complex landscape, connecting dots across the organization and exerting the high-level influence necessary to move a high-stakes function with both speed and purpose.

Requirements

Strategic Thinking & Business Acumen: You can zoom out to see the whole board and zoom in to find what's actually blocking progress — and you know when to do which
You understand how large enterprises work: budget cycles, organizational politics, how decisions actually get made vs. how they're supposed to get made
You have a genuine fluency in AI, workforce strategy, or the future of work — not just talking points, but real perspective
Operating Excellence: You build systems that create clarity
You can manage a complex portfolio of work without losing track of what matters most
You hold yourself and others to high standards without being rigid — you know when to push and when to flex
Executive Communication & Influence: You write and present with exceptional clarity; you can take a complex idea and make it land with a C-suite audience in 3 slides
You can navigate senior stakeholders with confidence and earn trust quickly — with both executives and peers
You represent the leader's voice and priorities accurately, even without them in the room
Bias for Action & Judgment Under Ambiguity: You move fast in ambiguous environments without waiting for perfect information
You make good judgment calls and know when to escalate vs. when to just handle it
You're not precious about the work — you do what needs doing, from strategic framing to logistics, if that's what moves the mission forward
Partnership & EQ: You know how to work with (and through) a high-performing team without undermining their ownership
You build trust by being consistent, direct, and genuinely invested in the success of the people around you
You have the EQ to navigate a fast-changing organization — including the moments when things don't go as planned

Responsibilities

Strategic Clarity & Team Rhythm: Own the operating cadence for the team — leadership meetings, offsites, V2MOM reviews, and cross-team syncs run with precision and purpose
Distill complex, multi-workstream activity into a clear leadership narrative; ensure the team leader has the right information, at the right time, to make decisions and move fast
Maintain the team's strategic roadmap and priorities, tracking progress and surfacing blockers before they become crises
Cross-Functional Initiative Leadership: Own the strategic framing and stakeholder alignment for the team's highest-priority initiatives — not the day-to-day execution, which sits with the delivery function, but the why it matters, what success looks like, and who needs to be aligned layer
Identify and close strategic gaps across the team's core workstreams
Serve as the connective tissue between the Workforce Innovation team and key partners across Employee Success, ESBPs, BT, Finance, and business unit leadership — driving alignment, not just coordination
Executive & Stakeholder Engagement: Prepare the leader for every high-stakes engagement — ELT briefings, board-level presentations, external conferences, and cross-functional forums — with crisp framing, compelling narrative, and materials that land
Build and steward relationships with senior stakeholders on the team's behalf; represent the team's priorities and progress in key forums
Organizational Effectiveness: Identify and resolve operating friction within the team — process, communication, accountability structures — so the team can move faster and with less drag; day-to-day program and project delivery is owned by the dedicated delivery function, not this role
Build a culture of transparency and accountability: the team knows what's being worked on, why it matters, and how it's going
Ensure the delivery function has the strategic context and prioritization clarity it needs to execute — this role sets direction and removes blockers, not manages tasks
Model the behavior you're building toward. As the leader of an Agentic Workforce strategy, you are expected to be a daily, active user of AI tools — using agents and assistants to manage your own workload, synthesize information, and accelerate output. You don't just advocate for AI adoption; you demonstrate it.
Use AI to compress the intelligence cycle. Leverage AI to rapidly synthesize inputs from across the organization — meeting notes, stakeholder updates, strategic documents — so you always have a current, clear picture of where the team stands and what needs attention. The goal: faster, better-informed decisions with less manual effort.
Accelerate executive communications and content development. Use AI tools to draft, pressure-test, and sharpen briefing documents, leadership narratives, and presentation materials. You set the strategic direction and voice; AI helps you move from idea to polished artifact faster than anyone on the team expects.
Rethink how work gets done — not just how fast. Use AI as a lens for redesigning team workflows from the ground up. When you identify operating friction, don't just resolve it — ask whether AI can eliminate the process entirely or fundamentally change who (or what) does it. You're not automating old work; you're architecting new ways of working.
Be the catalyst for AI-driven problem solving across the org. When complex, cross-functional challenges surface — the kind that stall teams or create recurring drag — bring AI into the room as a problem-solving tool, not an afterthought. Model what it looks like to reframe a hard problem through an AI-first lens, and challenge the teams and partners around you to do the same.