Senior Director, Strategic Initiatives

NICE

Senior strategist at NICE, owning strategic initiatives and collaborating with executives. Focus on delivering results through structured problem-solving and cross-functional accountability.

Posted 5/14/2026full-timeRemote • 🇺🇸 United StatesSeniorWebsite

About the role

Key responsibilities & impact

Own the 1–3 highest-priority non-AI strategic initiatives at any given time, as defined by the CEO and COO — structuring vague mandates into clear problem statements, hypotheses, and workplans without being told how.
Work alongside the AI Transformation lead on initiatives that require both AI deployment and broader strategic or operating model change.
Drive accountability across functions and seniority levels without direct management authority — convening workstreams, aligning competing stakeholders, and holding the right people to the right outcomes.
Move fluidly across problem types — org design one quarter, M&A integration planning the next, GTM strategy the one after — without losing rigor or credibility.
Write and communicate at an executive level — recommendations that land with the CEO, CFO, or Chief People Officer, not just get presented to them.
Actively shape the mandate as Year 1 priorities become clearer — this role should expect the agenda to shift and lean into that, not resist it.

Requirements

What you’ll need

3–5 years at a top-tier management consulting firm (McKinsey, BCG, Bain, or equivalent) — the baseline for structured problem-solving, executive communication, and operating under ambiguity. The consulting background should be visible in how problems get framed, not just as a line on a resume. Substantive strategy and operating model work is a strong signal; years spent in process improvement are a weaker one
Meaningful industry experience after consulting, specifically within technology or software — the complexity and pace of a tech company is the most transferable context for what this role will encounter
Generalist depth across strategy, operating model design, M&A, GTM, cost transformation, or talent — not deep specialization in one domain. Candidates who have only ever done one type of work, however deeply, are a weaker fit
A track record of driving outcomes, not just running well-structured programs — knows the difference between a program that looks good in a status update and one that's actually delivering.
Comfortable in front of senior stakeholders fast — can be in a room with a CFO or Chief People Officer on week two of a program and be taken seriously.
Able to drive accountability across people they don't manage, including people senior to them in other functions — influence over mandate.

Benefits

Comp & perks

Join an ever-growing, market disrupting, global company where the teams — comprised of the best of the best — work in a fast-paced, collaborative, and creative environment.
Endless internal career opportunities across multiple roles, disciplines, domains, and locations.

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Applicant Tracking System Keywords

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Hard Skills & Tools

strategic initiativesoperating model designM&A integration planningGTM strategycost transformationtalent managementproblem-solvingexecutive communicationprogram management

Soft Skills

accountabilityinfluencestakeholder alignmentadaptabilityexecutive-level communicationrigorcredibilitydriving outcomescross-functional collaboration