Senior Director, Workforce Intelligence

Senior Director, Workforce Intelligence

United Kingdom, London, Enfield

Job description

Company and benefits

Job number 200059333

Date posted Oct 03, 2026

Work site 0 days / week in-office – remote

Travel Less than 25%

Profession Business Operations

Discipline Business Program Management

Role type People Manager

Employment type Full-Time

Overview

Senior Director, Workforce Intelligence

Lead the development of workforce intelligence products that help leaders make more informed decisions about talent, capability, capacity and investment. This role combines product leadership, workforce analytics and strategic foresight to turn complex information into practical choices with measurable business value.

You will take products from concept through adoption, connecting business needs with rigorous analysis and thoughtful user experience. Working across People, Finance, Engineering, Research and business teams, you will build trusted solutions that help the organization understand its workforce, anticipate changing needs and evaluate investment trade-offs. This is a product-building leadership role, not solely a reporting or analytics function.

Responsibilities

• What you will lead

• Product direction and delivery

• Own product direction, priorities and delivery plans, starting with the decisions leaders need to make. Translate ambiguous needs into clear requirements, testable hypotheses and useful products. Make disciplined choices about what to build, reuse, partner on or stop, balancing business value, feasibility, cost and risk.

• Lead discovery, prototyping, testing and scaling in close partnership with users and technical teams. Establish evidence-based success measures, use feedback to improve the experience and drive adoption beyond initial delivery. Favor reusable capabilities over disconnected one-off solutions, while maintaining clear accountability for product quality and ongoing performance.

• Workforce insight and business impact

• Develop forward-looking insight into workforce supply, demand, skills and capability needs. Bring together internal workforce information and external labor-market trends to support planning, identify capability gaps and inform talent investment and internal mobility decisions. Use forecasting and scenario analysis to help leaders understand uncertainty, options and likely implications.

• Partner with Finance and business leaders to connect workforce choices to capacity, cost and business performance. Build clear measures of value and translate analysis into recommendations and trade-offs, not simply dashboards. Assess whether products improve decisions and deliver meaningful returns on workforce and capability investments.

• Trusted data and responsible use

• Set clear standards for workforce data quality, consistent definitions and skills information in partnership with data and technology teams. Strengthen ownership, governance and ongoing stewardship so products are reliable and maintainable. Embed privacy, security, fairness and appropriate access into product decisions, communicate analytical limitations and preserve human judgment in the use of sensitive employee information.

• Partnership and executive influence

• Align cross-functional partners around shared outcomes, clear ownership and delivery commitments. Resolve dependencies and competing priorities through sound judgment and influence, including where you do not have direct authority. Communicate complex findings and product choices simply and credibly to executives, making assessments and recommendations.