Director of Enterprise Activation (Healthcare Sector) 50013024

About the Role
The Director of Enterprise Activation is pivotal in establishing the organization as it transitions from a preliminary structure to its target design. Reporting directly to the CEO, this role is responsible for executing the corporate strategy, defining the operating model, and ensuring a smooth startup mobilization. The position requires a comprehensive approach that involves overseeing the transition phases and ensuring that each function within the organization aligns with its strategic goals. As a key leader, the Director will work across various functions and with external partners to manage interdependencies, meet readiness milestones, and provide necessary structures and reports to the leadership team.

Key Accountabilities

1. Corporate Strategy

   • Build the corporate strategy and establish strategic priorities and long-term growth agenda.
   • Evaluate emerging healthcare trends and opportunities aligned with the organizational vision.
   • Develop strategic planning frameworks and performance measures to support executive decision-making.

2. Organizational Design Activation & Operating Model Build

   • Translate the approved organization design into an activated operating model by defining roles, structures, decision rights, interfaces, and workflows across functions.
   • Drive the activation of core functions, defining setup requirements and planning their transition toward the target operating model.
   • Establish the operating cadence and cross-functional interfaces necessary for the organization to function and scale effectively.

3. Startup Mobilization & Program Management

   • Own the enterprise program management office for the startup, maintaining the master mobilization plan, milestones, dependencies, and critical path.
   • Drive follow-up and momentum across workstreams, tracking priority initiatives and decisions while escalating delays, blockers, and dependencies when necessary.
   • Prepare decision-support materials for leadership and maintain a credible view of startup progress and readiness.

4. Shared Services

   • Define and coordinate the shared-services model through which the organization leverages shared services within the ecosystem, including finance, human capital, and technology during the startup phase.
   • Define shared-service requirements, interfaces, and ways of working, coordinating with shared services for support and transition activities.
   • Clarify which capabilities will be leveraged externally and which will be retained internally.

5. Transition Roadmap & Milestone Delivery

   • Own the delivery of the phased transition roadmap, coordinating the stand-up of new pillars and consolidating enabling functions aligned with the target structure.
   • Maintain a living transition dashboard to track progress against the target operating model.

6. Capability & Resource Mobilization

   • Collaborate with Human Capital and function leads on workforce requirements and mobilization dependencies for initial and subsequent activation waves.
   • Track capability and resource requirements, priorities, and gaps to meet the activation plan.
   • Coordinate setup requirements, including tools, workspace, policies, and processes, necessary for operational readiness.

7. Governance, Decision & Reporting Cadence

   • Establish an enterprise delivery reporting cadence and escalation mechanisms to maintain alignment with startup delivery.
   • Coordinate leadership delivery rhythm, conducting progress reviews and prioritization sessions to resolve cross-functional issues.
   • Document and escalate delivery risks, dependencies, actions, and blockers as needed.

8. Risk, Interdependency & Readiness Management

   • Maintain an enterprise risk and interdependency register for the startup build, facilitating readiness across functions and managing mitigation strategies.
   • Assess and report on organizational readiness before key milestones, identifying gaps in ownership, capability, or infrastructure.
   • Coordinate contingency planning for critical dependencies on the first day of operations.

9. Stakeholder & Ecosystem Coordination

   • Serve as the primary coordination point among functions, external partners, and the wider ecosystem regarding activation and operational matters.
   • Align partners and internal teams around a shared activation plan and milestones.
   • Support the leadership team with stakeholder engagement materials and decision-making processes.

Requirements
Experience & Academic Qualifications

• A Master’s degree in Business Administration, Engineering, Healthcare Management, Organization Design, or a related field is required.
• A minimum of 10 years of progressive experience in organizational activation, transformation, operating-model design, PMO leadership, or large-scale program delivery. Experience in standing up new organizations or ventures is essential.
• Demonstrated experience in mobilizing complex, multi-stakeholder programs, ideally within healthcare, sports, government/semi-government, or large ecosystem environments. Experience in a shared-services or SLA-based model is advantageous.
• Proven ability to convert organization design and strategy into activated capability and to manage executive governance and reporting. Knowledge of the Saudi operating environment and Vision 2030 context is preferred.