Director, Pipeline and Portfolio Strategy (PPS), Program Manager (PgM)

United States·San Rafaelexecutive

OtherDirector

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Quick Summary

Overview

Who We Are BioMarin is a leading rare disease biotechnology company focused on genetically defined conditions.Guided by our purpose to develop medicines that make a profound impact on people’s lives, our global teams have delivered a portfolio of therapies since our founding in 1997.

Key Responsibilities

Scope & Complexity Oversee highly complex assets, multiple programs, or portfolio spanning initiatives with significant strategic impact. Operate with broad autonomy; accountable for shaping direction, not just executing within it.

Technical Tools

ms-teamsproject-managementstakeholder-managementstrategic-planning

Who We Are

BioMarin is a leading rare disease biotechnology company focused on genetically defined conditions.

Guided by our purpose to develop medicines that make a profound impact on people’s lives, our global teams have delivered a portfolio of therapies since our founding in 1997. Our revolutionary treatments for conditions like achondroplasia (the most common form of dwarfism), PKU (phenylketonuria), CLN2, a form of Batten disease, and a number of forms of MPS (mucopolysaccharidosis) offer new possibilities for patients and families who previously had few, if any, available options. More recently, with the close of the Amicus acquisition, our portfolio has expanded to include therapies for Fabry disease and Pompe disease, expanding our ability to reach more people living with rare genetic conditions.

Our success comes from our unwavering commitment to excellence, our deep understanding of patient needs, our scientific expertise, and our world-class manufacturing capabilities. At the heart of BioMarin is a dedicated team of the brightest minds in the industry working together to deliver innovative therapies to patients and families around the world.

About Commercial

Be part of the worldwide infrastructure that gets our drugs to underserved patients around the world. Our global sales force solidifies BioMarin’s commercial presence in the United States and Europe and is rapidly growing in other regions, such as South America, EuMEA, and Asia-Pacific.

The Director, PPS Program Manager (PgM) is the strategic and operational integrator for development through commercialization programs, accountable for translating asset strategy into integrated plans and ensuring those plans are operationalized through disciplined execution, transparent communication, and effective governance readiness. The PgM serves as the “Chief Operating Officer of the Asset,” partnering closely with enterprise cross-functional team leadership (Asset Teams, Integrated Brand Teams, Asset Working Groups, etc.) to coordinate cross-functional work, manage interdependencies, and keep the program moving on the critical path day-to-day.

This role applies program and project management best practices across the asset lifecycle, from asset team formation through commercialization, by building integrated timelines, scenario plans, dashboards, and risk/issue/decision systems; enabling high-quality decision-making and governance; and strengthening cross-functional team performance.

Responsibilities

~6 min read

Scope & Complexity

→Oversee highly complex assets, multiple programs, or portfolio spanning initiatives with significant strategic impact.
→Operate with broad autonomy; accountable for shaping direction, not just executing within it.

Strategic Planning

→Serve as a strategic thought partner to Asset Team/Integrated Brand Team leadership and key team members. Maintain alignment of partner teams and functions to the overarching integrated asset strategy.
→Drive development and upkeep of asset strategic deliverables and enable the creation of asset goals, ensuring plans and objectives remain anchored to team goals.
→Maintain visibility to intersections, interdependencies, and tradeoffs that impact timing, feasibility, or critical milestones. Proactively surface risks and decision points.
→Foster innovative, solution-focused thinking to tackle complex challenges and turn insights into actionable plans.
→Operate effectively in ambiguity by rapidly assessing change, adjusting priorities and execution approaches, and driving timely decisions and tradeoffs to sustain alignment and momentum.
→Operationalize asset and portfolio strategy by integrating long range planning, scenarios, and enterprise dependencies into executable plans.
→Anticipate systemic risks, cross portfolio impacts, and strategic tradeoffs; proactively guide leadership through complex, ambiguous decisions.
→Serve as a thought partner to Asset, Portfolio, and Functional leaders, influencing strategy, prioritization, and investment decisions.

Operational Execution

Timeline, Resource, and Budget Management and Oversight

→Develop (in collaboration with team members and project management partners) and maintain Integrated Master Timelines (IMTs) that reflect the critical path, key deliverables, and stage-appropriate milestones, including explicit assumptions and risks.
→Lead program-level scenario planning, challenging assumptions and aligning alternate paths to asset strategy and objectives.
→Proactively develop execution plans for near-term and longer-term deliverables and oversee execution by accountable team members and functions.
→Monitor progress against Key Inflection Points (KIPs) and critical milestones.
→Own integrated program planning and status updates for the asset, providing a consolidated view of milestones, timelines, and budget. Proactively communicate progress to teams, surface risks and issues, and partner with key team members to drive mitigation and on‑time delivery.
→Partner with team leaders on financial and FTE resource planning, driving tradeoff discussions to balance scope, priorities, and constraints while supporting oversight of internal and external program budgets.
→Lead the PRIME team and effectively leverage partner team and functional project management to ensure accurate functional data within integrated asset timelines, proactively communicating impacts to asset strategy and escalating issues and decisions from the PRIME team to the Asset Team as needed.
→Lead comprehensive reviews of integrated timelines and underlying assumptions across appropriate forums (e.g., TARC, PRIME), ensuring cross‑functional alignment, identification of risks and interdependencies, and resolution of timing and execution gaps.
→Partner with the Brand Lead to ensure seamless and integrated execution of the brand plan across IBT, SMART, VAT, and other key partner teams (e.g., IIT, Market Timing, Business Ops and Strategy).
→Provide oversight across complex programs or portfolios, ensuring consistency, rigor, and transparency in execution, reporting, and decision disciplines.
→Set expectations and standards for planning quality, risk management, and execution readiness across teams.

Risk, Issue, and Decision Management

→Identify risks to asset strategy and timely, on-budget execution. Facilitate routine review of high-impact risks/mitigations and escalate when needed. Ensure program risks are clearly documented and communicated to relevant stakeholders.
→Manage cross-functional interdependencies and constraints. Actively drive issue resolution, decision capture, and escalation based on governance thresholds.
→Facilitate decision-making using established decision disciplines. Ensure the rationale and context for decisions are clearly documented and communicated to relevant stakeholders.
→Develop program decision analytics support (in partnership with the Portfolio Strategy Team) for areas including program timing, timeline uncertainty, critical path analysis, estimation of program-level probabilities of success, and risk management analysis.
→Drive clear, consistent communication of decisions, rationale, context, and implications across all interaction types (working sessions, ad hoc discussions, partner forums, leadership touchpoints, and governance). Ensure shared understanding and alignment across the team and cross‑functional stakeholders.

Facilitation, Governance Readiness & Meeting Excellence

→Provide end-to-end support for and facilitation of key team meetings (e.g., scheduling, agenda, content preparation, pre-reads, active facilitation, minutes).
→Ensure use of meeting management best practices: clear objectives, decision-focused agendas, time management, balanced participation, and documented outcomes.
→Own preparation and coordination of materials for governance forums and review committees (including readiness through high-quality pre-reads, data integrity, and decision framing).
→Maintain disciplined follow-through (actions/decisions capture, minutes review and distribution) according to established team norms and timelines.
→Facilitate high stakes governance interactions, framing decisions, surfacing implications, and ensuring leadership alignment.
→Organize launch or competitive readiness reviews.

Communication, Stakeholder Management & Influence

Communication and Influence

→Build trust, alignment, and momentum across a complex stakeholder ecosystem by communicating objectives, plans, timelines, and execution status with clarity and consistency.
→Hold team members accountable for assigned actions, roles, and deliverables.
→Operate effectively in a matrix by influencing without authority: using credibility, structured communication, and consultative leadership to secure commitments and resolve misalignment.
→Synthesize inputs and outcomes from multiple forums into cohesive, audience‑appropriate messaging. Proactively identify and close communication gaps, translate impacts to timelines, scope, resources, risk, and asset strategy, and ensure bidirectional information flow and effective escalation across teams.
→Provide an aggregated view of program status, milestones, and timelines; synthesize cross-functional inputs into decision-ready updates for portfolio discussions. Aggregates program-related information to facilitate portfolio-level decisions, including program evaluation and prioritization discussions.
→Maintain team systems for collaboration, communication, and document storage (e.g., MS Teams, Distribution list, Team Calendars, SharePoint logs).
→Facilitate on-going program reporting and communications, including reporting and preparation of materials for recurring forums (QBRs, POP, Drivers, BoD etc.).
→Influence outcomes across the enterprise by navigating organizational dynamics, aligning diverse stakeholders, and resolving entrenched issues.

Building High-Performing Teams & Managing Team Dynamics

→Build and sustain high-performing cross-functional teams by reinforcing collaboration norms, role clarity, accountability, and inclusive participation.
→Encourage a culture of collaboration and communication, aligning objectives, plans, timelines, and activities in accordance with team charters.
→Navigate and resolve conflict constructively; maintain progress and psychological safety by structuring discussions around facts, options, and decisions.
→Model accountable leadership by bridging gaps, promoting collaboration, resolving resource issues, and enabling teams to meet commitments clearly and efficiently.

Program and Project Management

→Demonstrate and embed program and project management best practices, promoting consistent application of standards, tools, and governance across programs.
→Lead the identification, documentation, and implementation of lessons learned to drive continuous improvement across program execution and governance processes.
→Partner with project management partners to standardize project management data, metrics, processes, and systems used across the enterprise.
→Drive continuous improvement by assessing program management processes, identifying improvement opportunities, and implementing enhancements to increase execution effectiveness and consistency.
→Coach and mentor program managers and cross functional leaders on decision making, influence, communication, and execution best practices.
→Champion continuous improvement at scale by identifying systemic gaps and driving enhancements to PPS frameworks, tools, and governance models.
→Partner with PPS, Portfolio Strategy, and functional leaders to evolve enterprise level program management capabilities.

Background/Experience

Extensive experience as a program or project manager working with cross-functional teams
Recognized as an enterprise role model for enterprise mindset, strategic thinking, influence, leadership, and values-based behavior.
Strong understanding of the asset lifecycle, from development through commercialization
Proficient in the use of project management tools and systems

Skills and Capabilities

Demonstrate advanced proficiency in the following skills and capabilities.

Change Management

Demonstrate mastery proficiency in the following skills and capabilities.

Enterprise Mindset, Strategic Thinking, and Planning
Influence and Organizational Awareness
Communication and Collaboration
Leadership
Decision Making, Critical Thinking, and Problem Solving
Teamwork and Relationship Building
Program and Project Management
Agility and Proactivity
Planning, Prioritization, and Organization

Note: This description is not intended to be all-inclusive, or a limitation of the duties of the position. It is intended to describe the general nature of the job that may include other duties as assumed or assigned.

Equal Opportunity Employer/Veterans/Disabled

An Equal Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, or protected veteran status and will not be discriminated against on the basis of disability.