Director Integration and Institutional Effectiveness

Director Integration and Institutional Effectiveness

Role Title: Director Integration and Institutional Effectiveness

Contract Type: Regular

Workstyle Arrangement: Hybrid

Reporting To: Chief Operating Officer

Department Name: Office of the COO

Location: New York, Washington DC

Team Name: Office of the COO

Role Purpose

The Director, Integration and Institutional Effectiveness is a senior enterprise leadership role and principal strategic partner to the Chief Operating Officer. The Director leads the integration, governance and performance of the COO portfolio, operating across functions, programs, jurisdictions and executive offices to convert institutional strategy and executive decisions into coordinated delivery, measurable outcomes and sustained organizational capability.

Working at the intersection of strategy, operations, governance, risk and organizational change, the Director anticipates enterprise-wide implications, resolves high-impact dependencies and provides independent, evidence-based advice on complex and sensitive matters. The role has broad latitude to shape priorities, operating disciplines and decision pathways; convene senior leaders around shared outcomes; challenge constructively; and escalate material risks, trade-offs and delivery constraints to the COO.

The Director leads the Office of the COO and represents the COO, as delegated, with the Executive Leadership Team, the Offices of the President, Vice President and Chair, program and operational leadership, and external stakeholders. Success requires exceptional judgement, discretion and political acuity, together with the credibility to influence without direct authority across a complex, global, and highly distributed institution

Key responsibilities

• Serve as the COO’s principal integrator and senior adviser, bringing an enterprise perspective to strategic, operational and organizational issues of significant complexity, sensitivity and institutional consequence

• Lead the Office of the COO, setting priorities, operating rhythms, quality standards and accountability for a multidisciplinary team of four and ensuring the Office operates as a high-performing executive function

• Represent the COO, as delegated, with the Executive Leadership Team, senior leadership, and governance forums; exercise sound judgement regarding when to decide, influence, challenge, negotiate or escalate

• Support COO to strengthen collaboration, alignment, and collective accountability across all Operations functions.

• Strengthen cross-functional partnerships between Operations and other parts of the organization, including Programs, the Executive Office, and the Offices of the President, Vice President, and Chair

• Lead the institutional effectiveness agenda across the COO portfolio, including operating model maturity, organizational design, decision rights, governance, process optimization, and continuous improvement

• Diagnose systemic organizational issues, unintended consequences and root causes across functions and jurisdictions, and commission or lead interventions that improve institutional performance and organizational health.

• Design and embed enterprise-wide effectiveness frameworks, management disciplines and mechanisms that strengthen accountability, transparency, learning and execution.

• Direct complex cross-organizational initiatives and enterprise projects, including establishing appropriate project and portfolio management capability, governance and assurance.

• Translate organizational priorities, the COO’s priorities and executive decisions into an integrated portfolio of outcomes, milestones, ownership, resources, and measures.

• Establish enterprise performance reporting and executive dashboards that integrate operational, financial, workforce, risk and organizational-health information to support forward-looking decisions.

• Lead performance reviews across the COO portfolio; identify material variances, systemic bottlenecks and emerging risks; define corrective actions; and escalate issues requiring executive intervention.

• Strengthen enterprise risk visibility and preparedness by convening functions around shared risks, interdependencies and scenarios while supporting principled, mission-aligned risk-taking.

• Ensure executive commitments are tracked through to measurable results, and that decisions are supported by clear evidence, options, trade-offs and implementation of consequences.

• Lead the design and effective operation of COO governance forums, including the Cross Operations Group and related leadership mechanisms, ensuring disciplined agendas, decision records, accountability and follow-through.

• Act as an impartial escalation point for complex cross-functional issues, broker resolution where mandates or priorities are conflict, and protect coherence between functional accountability and enterprise outcomes.

• Lead coordinated organizational responses to emerging institutional priorities, operational disruption, or sensitive matters requiring rapid executive attention.

• Oversee the Office of the COO budget, contracts and resource plan, ensuring effective stewardship, compliance, value for money and timely escalation of material concerns.

• Shape and model the culture, standards and ways of working expected across the COO portfolio, reinforcing the organization's values, equity, inclusion, transparency, and learning.

• Handle highly confidential and politically sensitive matters with exceptional discretion, objectivity, and integrity.

• Drive continuous improvement across the Operations portfolio by identifying opportunities to simplify process through re-engineering.

• People Responsibilities (Total Team/DRs)

• 4

• Key Metrics

• COO priorities and enterprise commitments are translated into clear accountability and delivered to agreed outcomes, quality, and timelines.

• Material cross-functional dependencies, risks, and bottlenecks are identified early and resolved at the appropriate level.

• Executive decision-making is supported by timely, integrated and decision-ready performance, financial, workforce, and risk insight.

• Governance forums demonstrate disciplined decision-making, transparent accountability, and sustained follow-through.

• The COO portfolio shows measurable improvement in operating maturity, institutional effectiveness, collaboration, and organizational health.

• Senior stakeholders report increased clarity, confidence, and credibility in the Office of the COO as an enterprise integrator and delivery partner.

• The Office of the COO operates within approved resources and maintains high standards of stewardship, confidentiality, and professional execution.

• Key Internal Relationships

• Chief Operating Officer; Executive Leadership Team; Offices of the President, Vice President and Chair; Managing Directors and program leadership; Finance; People & Culture; Information Technology; Grants Management; Global Security and Risk; Global Operations; Strategic Capabilities; governance bodies; and senior leaders across all jurisdictions.

• Key External Relationships

• Board and governance of stakeholders, peer institutions, strategic partners, advisers, service providers and other senior external stakeholders relevant to the COO’s portfolio and institutional priorities.

• The Ideal Candidate

• Essential

• Substantial senior leadership experience operating at enterprise level in a complex, global and matrixed organization, with accountability spanning multiple functions, jurisdictions and stakeholder groups.

• A sustained record of advising C-suite or equivalent executives on high-stakes strategic, operational, organizational and governance matters, including the preparation of decision-ready analysis, options and recommendations.

• Demonstrated success leading institution-wide transformation, operating model, organizational effectiveness or strategy-execution agendas with material organizational impact.

• Experience directing a portfolio of complex, interdependent initiatives and resolving contested priorities where authority, resources and accountability are distributed.

• Proven ability to influence executive and senior stakeholders without relying on formal authority, build coalitions across organizational boundari