Vice President, GTM Strategy and Planning

Thomson Reuters•Eagan, MN

1d•Hybrid

About The Position

The Vice President, Strategy, Planning & Performance owns the Tax, Audit & Accounting Professionals (TAAP) segment’s operating system: the mechanisms that translate strategy into priorities, measurable OKRs, operating cadences and coordinated execution. Reporting to the TAAP Chief Operating Officer, the role partners closely with the segment President and General Managers and leads a team of approximately 17 across Planning & Performance, Customer Strategy & Planning, Field Readiness, and Performance Standards & Inspection. The position owns TAAP’s three-year go-to-market plan, including customer cohorts and economics, value propositions, segmentation, workflow priorities, competitive response and the multi-product motion. It establishes the planning cycle, goal architecture, decision rights, operating reviews, metric definitions and inspection practices that make performance visible and support timely decisions. It also serves as TAAP’s primary go-to-market interlock with enterprise Revenue Operations, specifying the capabilities and commitments the segment needs and inspecting their delivery rather than building parallel capacity. The role is expected to develop the four sub-function leaders and establish independently measurable outcomes for each area within the first year. The position can be based anywhere in the United States, with a preference for Thomson Reuters hubs in New York, Ann Arbor or Minneapolis. The role is hybrid for office-based work.

Requirements

15+ years of experience in strategy and operations within B2B software or SaaS.
Experience in Strategy & Operations, Business Operations, Revenue Operations, chief-of-staff functions or management consulting, predominantly in enterprise software or technology-enabled services.
At least five years leading a function and three or more years in formal people management.
Demonstrated ability to build operating mechanisms and programs from ambiguity, including planning calendars, goal architectures, review cadences and decision rights.
Experience benchmarking an operating function against internal and external best practices and using benchmarks to define a target operating model.
Demonstrated executive written communication, including independently authoring monthly and quarterly business reviews and concise senior-audience narrative documents.
Experience working within a company-wide operating model and successfully landing enterprise standards and capabilities within a business line.
Ability to specify commitments for central functions, hold them accountable for delivery and be accountable to commitments in return.
Commercial literacy sufficient to independently interpret retention, pipeline and adoption performance.
Collaborative, results-oriented leadership and ability to develop Director-level leaders and build cross-functional credibility in a matrixed environment.
Ability to lead teams whose authority derives from mechanisms and specifications rather than reporting lines.
Executive presence, analytical depth and bias for action.
Ability to make timely decisions under incomplete information and to influence enterprise partners without direct authority.

Nice To Haves

Experience with a business transitioning from legacy products to platform and AI-enabled solutions.
Familiarity with tax, accounting, audit or professional-services software, or another business serving customers with markedly seasonal economics.
Executive presence and credibility as a trusted operating partner to senior leaders.
Pattern recognition from a mature operating environment, applied with judgment rather than copied mechanically.
Bias for clarity, sequence and speed, with low tolerance for ambiguity and drift.
Systems thinking across people, processes, data and tools.
Preference for written communication over presentations and comfort with documents carrying the argument.
Ability to move between executive reviews and detailed process issues.
Strong stakeholder management and enterprise partnership discipline.
Commitment to accurate status over favorable status.

Responsibilities

Partner with the Chief Operating Officer and TAAP President to translate segment strategy into execution-ready operating plans, priorities and measurable OKRs across four sub-segments.
Own the OKR architecture and its cascade, quarterly scoring, the segment source of truth for priorities and OKRs, and the conditions and authority for replanning.
Construct and execute TAAP’s three-year go-to-market plan, including addressable-market and workflow sizing, customer cohort models and cohort economics.
Define and maintain customer-cohort value propositions and the segmentation basis for prioritizing customers and workflows.
Inspect changes in customer needs, buying behavior and firm economics, and convert those signals into changes to commercial plays, pricing or messaging.
Own the segment’s competitive threat assessment, relevant win/loss inspection and decisions to change commercial plays in response.
Own accountability for the multi-product motion across platforms, including products per account, attach rate and retention differentials.
Establish and maintain TAAP’s operating cadence, including leadership routines, monthly and quarterly business reviews, initiative health reviews and the annual planning calendar.
Design monthly and quarterly business-review formats and content, including written pre-reads for enterprise leadership.
Rationalize recurring forums by documenting each forum’s purpose, decision-maker and output, and closing forums that do not meet those standards.
Maintain the decision log and measure decision cycle time from issue identification to decision.
Establish and inspect cross-functional service commitments and escalate dependencies to named owners.
Measure adoption of segment initiatives by whether changes landed and altered behavior, not merely whether they were deployed.
Own the segment metric dictionary and ensure consistent definition and calculation of performance measures.
Specify segment reporting and dashboard requirements in partnership with Data & Analytics and Revenue Operations.
Define and inspect leading indicators, forecast accuracy by cycle and owner, and practices to improve forecast accuracy.
Own segment CRM and data discipline, including system-of-record standards, adoption measurement and identification of offline reporting.
Own capacity, coverage and territory frameworks for Sales, Solution Consultants and Sales Development go-to-market motions.
Own solution-consulting effectiveness, including engagement models, allocation and utilization measurement.
Ensure certification coverage across the strategic product portfolio and seller readiness ahead of peak selling periods.
Translate centrally delivered accreditation and certification content into workflow- and role-specific plays for tax, audit and advisory disciplines.
Measure readiness through ramp time, certification currency and coverage, and product attach rate.
Serve as TAAP’s primary interlock with Revenue Operations on go-to-market strategy and ensure segment requirements are represented and enterprise capabilities are adopted.
Specify requirements for embedded sub-segment Revenue Operations partners and inspect delivery against them.
Author and maintain the segment authority matrix, assigning a named accountable owner to recurring decisions and defining escalation paths.
Land enterprise analytics, reporting, enablement, certification, commercial systems and common-data-model capabilities in the segment by specifying requirements and inspecting delivery.
Represent TAAP requirements in enterprise planning cycles, including three-year and annual planning.
Build and lead a high-performing team across the four sub-functions, setting expectations for accountability, clarity and written rigor.
Develop Director-level leaders and succession depth in planning and commercial capability.
Establish a culture that values accurate status, early surfacing of problems and proposed mitigations.
Make timely operating-design decisions under incomplete information, benchmark operating practices and establish a target operating model.
Create a two-to-three-year roadmap for operational and customer strategy and translate it into an executable annual plan.
Collaborate with stakeholders across the segment and enterprise, document agreements and influence partners without direct authority.

Benefits

Flexible hybrid work arrangements and work-from-anywhere flexibility for up to eight weeks per year.
Flexible vacation and paid time off, including two company-wide Mental Health Days and paid holidays.
Retirement savings plan with company match.
Tuition reimbursement.
Employee incentive programs and possible annual bonus based on enterprise and individual performance.
Health insurance.
Dental insurance.
Vision insurance.
Disability insurance.
Life insurance.
Parental leave.
Sabbatical leave.
Access to the Headspace app and Employee Assistance Program.
Fitness reimbursement.
Flexible Spending and Health Savings Accounts.
Commuter benefits.
Adoption and surrogacy assistance.
Employee Stock Purchase Plan.
Two paid volunteer days annually and opportunities for pro-bono consulting and ESG initiatives.
Career development, continuous learning and skills-development programming.
Optional hospital, accident and sickness insurance; optional life and AD&D insurance; group legal and identity theft protection; and access to a 529 Plan.