Director, Portfolio Management

As Director, Portfolio Management (Diagnostics), you will lead end-to-end delivery across a global Diagnostics portfolio spanning Consumer and Provider domains. Working across teams in Sydney, India, the US, Singapore and Dublin, you will bring together hardware, digital, regulatory and regional delivery in a complex, highly regulated environment.

You will own portfolio delivery performance, turning strategy into clear, actionable plans and making critical decisions around priorities, sequencing and trade-offs. You will represent delivery outcomes, risks and choices in executive forums and help ensure our investments and priorities translate into predictable results.

Just as importantly, you will help shape how delivery works across Diagnostics, strengthening operating models, governance and ways of working so teams can deliver effectively at scale.

• →Own end-to-end delivery across the Diagnostics portfolio, with accountability for commitments, timelines and outcomes.
• →Translate portfolio strategy into actionable delivery plans that balance demand, capacity, business priorities and regulatory considerations.
• →Drive cross-portfolio prioritisation, sequencing and trade-off decisions aligned with strategic objectives.
• →Represent delivery performance, risks, dependencies and trade-offs in executive forums, providing clear insight into portfolio health.
• →Identify systemic risks, constraints and interdependencies that could affect delivery and address them at a portfolio level.
• →Establish governance and delivery practices that support speed, predictability and quality across a complex global environment.
• →Define evaluation frameworks that assess end-to-end delivery confidence across technical, regulatory and operational readiness.
• →Build a clear, data-driven delivery narrative for Diagnostics that supports informed decisions and transparent reporting.
• →Improve operating models, delivery practices and ways of working across the broader delivery ecosystem.
• →Champion innovation, including AI-enabled workflows, to improve the efficiency and effectiveness of delivery.
• →Partner with Product and Engineering leaders to influence roadmap and investment decisions.
• →Lead stakeholder negotiations and alignment where priorities compete, keeping the focus on the best system-level outcome.
• →Lead, mentor and develop a global team of Project and Program Managers while building broader delivery capability.
• →Set and uphold standards for delivery excellence across the PMO and wider delivery ecosystem.

• A proven track record leading delivery across complex, multi-team engineering or product environments, spanning digital and/or hardware.
• Experience owning outcomes and delivering at scale across globally distributed environments.
• Strong ability to translate strategy into execution and create alignment across functions.
• Demonstrated judgement in prioritisation, trade-off management and decision-making within complex and ambiguous environments.
• Experience improving operating models and delivery practices and leading transformation initiatives.
• Proven ability to influence senior and executive stakeholders when priorities compete.
• Strong people leadership capability, including mentoring, developing teams and influencing across organisational boundaries.
• A solid understanding of digital and/or hardware product delivery in regulated environments.

Nice to have

• Experience in medical devices or another highly regulated industry.
• Experience leading global portfolio delivery across multiple regions.
• Exposure to AI-enabled delivery models or modern approaches to delivery optimisation.

• Ownership: You take responsibility for outcomes, make decisions and remain accountable when delivery becomes complex.
• Systems thinking: You see connections and dependencies across portfolios and organisational boundaries, rather than treating challenges in isolation.
• Strategic perspective: You connect near-term delivery choices with longer-term business priorities and impact.
• Continuous improvement: You look beyond individual projects to strengthen the systems, practices and operating models behind delivery.
• Clear communication: You make complex risks, choices and trade-offs understandable, giving senior stakeholders the clarity they need to make informed decisions.