SVP, Enterprise Strategy Enablement

Reinsurance Group of America, Incorporated•Chesterfield, MO

3d•Hybrid

About The Position

You desire impactful work. You’re RGA ready RGA is a purpose-driven organization working to solve today’s challenges through innovation and collaboration. A Fortune 200 Company and listed among its World’s Most Admired Companies, we’re the only global reinsurance company to focus primarily on life- and health-related solutions. Join our multinational team of intelligent, motivated, and collaborative people, and help us make financial protection accessible to all. Reporting to the Chief Strategy Officer within the Enterprise Strategy Office, the SVP, Enterprise Strategy Enablement will build and lead the enterprise PMO as a multi‑discipline function—enterprise portfolio and project management, program delivery, and change enablement—establishing the strategy, operating model, standards, and governance required to deliver the company’s most critical priorities with discipline, transparency, and speed. The role will integrate strategy, prioritization, governance, portfolio visibility, measurement, and change management into a unified operating approach that strengthens accountability and enables consistent delivery of strategic outcomes. This executive will set the functional/department strategy for enterprise portfolio and governance, including prioritization principles, decision-rights standards, accountability expectations, performance targets, and enterprise measurement. As a key member of the Enterprise Strategy Office leadership team, this executive will drive strategic alignment across the Executive Committee by establishing clear mechanisms for defining, sequencing, and managing enterprise priorities. This includes designing and leading enterprise governance forums and operating cadences that enable timely trade‑offs, resource allocation decisions, and consistent oversight across regions and functions. The role will be accountable for enterprise portfolio management to enable effective execution and oversight of the company’s most strategic initiatives, including portfolio governance, leadership, and prioritization. This leader will establish and scale enterprise capabilities across the full initiative lifecycle (intake, business cases, funding, resourcing, delivery oversight, interdependency management, and value realization), ensuring enterprise-wide consistency in how initiatives are governed and measured. This leader will advance the mission of the EPMO, including the design and stewardship of an accountability framework that defines targets, operational metrics, maturity standards, and transparency expectations. This role will lead enterprise change management by defining the standards, governance, capability‑building approach, and training that drive adoption, readiness, and sustained value creation. The leader will define a federated execution model that combines enterprise standards and transparency with delivery owned within business units and functions. Together, these responsibilities ensure the enterprise has the structures, standards, and capabilities required to enable disciplined strategy execution and measurable business impact.

Requirements

Bachelor’s Degree in Arts/Sciences (BA/BS) or equivalent related work experience required
10+ Years experience in insurance/reinsurance required
10+ Years people management experience required
10+ Years experience running a PMO or large multiyear portfolio of projects required
5+ Years reinsurance industry knowledge
Intermediate Microsoft Office and SQL skills required
Advanced oral and written communication skills, demonstrating the ability to convey business terminology that is meaningful and well received by all stakeholders, including customers and associates
Highly advanced ability to work well within and manage a team required
Advanced persuasion skills when working with internal/external customers to resolve issues/problems required
Advanced ability to investigate, analyze and solve complex problems/issues
Advanced analytical and problem-solving skills required
Highly advanced people management skills, demonstrating an ability to lead, mentor and develop associates. Ability to manage associates who are difficult or resistant to leadership
Highly advanced ability to foster a teamwork and customer service focused environment required
Highly advanced skills in implementing change, ensuring understanding, participation and ownership required
Highly advanced skills in managing multiple projects and/or sub-teams simultaneously, using advanced project management methodologies, including the ability to delegate key projects or areas of responsibility required
Highly advanced skills in translating business needs and problems into viable and acceptable solutions required
Expert ability to analyze and improve business processes
Highly advanced ability to employ methodologies for analyzing and improving business processes required
Advanced knowledge of broad business practices required
Competent knowledge of accounting/finance required

Nice To Haves

Progress toward MBA, FLMI, ALHC, ARA, or other relevant professional accreditation preferred
Procsi Change Management trained Preferred
Lean Six Sigma trained Preferred

Responsibilities

Strategic Alignment & Leadership Drive strategic alignment across the EC, ensuring clear, shared priorities and enterprise‑level trade-offs that reflect the company’s strategic intent.
Translate enterprise strategy into actionable, sequenced priorities, establishing consistent mechanisms for defining, framing, and managing the work that matters most.
Lead the enterprise prioritization process, ensuring decisions are grounded in data, value, capacity, and execution readiness (see ‘portfolio management’ below).
Design and lead enterprise governance forums, including strategy reviews, portfolio prioritization councils, and business performance reviews.
Set and evolve enterprise standards for prioritization, decision rights, and performance transparency to enable consistent execution across regions and functions.
Enterprise Portfolio Management & Leadership Design, stand up, and scale the EPMO as distinct enterprise capabilities (portfolio management, program delivery, and change enablement), including service models, standards, roles, and operating rhythms.
Own the enterprise initiative lifecycle, ensuring consistent business case development, decision rights, funding, resourcing, closure and value validation across all strategic initiatives.
Lead enterprise portfolio governance forums (e.g., BTOC and successor councils), setting prioritization, funding/resourcing governance, performance oversight, and change control standards.
Oversee execution of the enterprise portfolio, monitoring performance across scope, schedule, financials, risks, interdependencies, and benefits; direct “go‑to‑green” recovery plans when required.
Serve as the business owner for Planisware; partner with technology to define system requirements, lead configuration and deployment, set data and reporting standards, and drive adoption enterprise-wide.
Provide transparent portfolio insights to EC and BTOC forums, ensuring accurate reporting, clear recommendations, and accountability for enterprise delivery and performance metrics.
Own the enterprise change management operating model, including standards, role clarity, stakeholder engagement, communications, and adoption measurement.
Build and scale an enablement function of project and change managers to ensure adoption plans, metrics, and readiness gates are embedded in every portfolio initiative and tied to funding decisions.
Optimize departmental resources and financials, aligning capacity, budget, and talent across program delivery, analytics, and change management to meet enterprise priorities.
Accountability Framework Design and operationalize the enterprise accountability framework—including performance targets, operational metrics, and efficiency measures (in partnership with Finance), leveraging benchmarks where appropriate—with named owners and consistent tracking across the enterprise portfolio.
Establish high‑quality process documentation and execution excellence dashboards that are consistent across regions and functions.
Drive a culture of fact‑based governance, raising delivery standards and ensuring consistent sponsorship behaviors across BTOC, leadership teams, and steering committees.
Expense Model & Value Realization (in partnership with Finance) Institutionalize value realization discipline across the portfolio lifecycle by establishing standards and reporting (financial and operational) that define, track, and validate benefits, strengthening the connection between program outcomes and financial results.
In partnership with Finance, develop and maintain an expense model to identify cost drivers, quantify savings opportunities, and track expense KPIs linked to strategic priorities.
Enable accountability for expense commitments; ensure realized savings are evidenced and reported.
Leadership & Stakeholder Management Lead through leaders across multiple disciplines (portfolio, delivery, and change), establishing a scalable organization design, talent model, and performance expectations.
Lead, mentor, and develop high‑performing teams; attract and grow talent in program delivery, portfolio analytics, change management, and enablement.
Build trusted relationships with EC members and relevant senior leaders to enable adoption and delivery of portfolio governance and accountability frameworks.
Serve as Business Owner for major enterprise initiatives, as needed (e.g., decision‑making frameworks, operational excellence programs, or strategic transformations).