Strategy Lead, Ethics & Compliance

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Job Description Role Purpose / Objective   The Strategy Lead, Ethics & Compliance serves as a strategic advisor and governance partner to the Chief Ethics & Compliance Officer (CECO) and is a standing member of the Global Ethics & Compliance Leadership Team (GEC LT).   As a standing GEC LT member, the role   contributes to   decision quality, governance discipline, and enterprise integr ation.   Sitting within GLEC Operations – Strategy & Planning, the role strengthens   t he   effectiveness   o f the   G E C f unction   by translating leadership priorities into clear decision materials, risk and governance-ready narratives, and disciplined follow-through on actions and commitments. By sitting on the Strategy & Planning team with a dotted line to the CECO, the role aligns directly with the   function’s   strategy, planning, and project-management resources while   remaining   dedicated to the CECO’s ethics & compliance agenda.   The CECO provides formal input to the role’s annual   objectives , priority setting, performance evaluation, and development planning. The role has direct access to the CECO and   is authorized to   convene   GEC LT leaders to prepare decision materials, resolve dependencies, and support governance readiness.   The role   en hanc es   CE CO   e ffectiv enes s   by   brin ging   grea ter str ucture , r igo r,   and a ccountab ility   to   leader ship de cision s : framing the hardest questions, preparing the CECO for the forums that matter most, and ensuring decisions are made, documented, and driven to closure. It is a content-deep,   advisory   and governance role focused on the substance of the E&C program.   Key Accountabilities & Responsibilities   1.  CECO Strategic Advisory & Decision Support   Provide strategic counsel to the CECO and GEC LT, framing complex topics into clear options, tradeoffs, recommendations, and decision points.   Develop high-quality decision memos, executive summaries, and stakeholder prep packs that enable faster, better leadership decisions.   Create transparency of project status and milestones through regular portfolio rev i ews.   Maintain a forward view of CECO priority topics and decision timing — what needs a decision, by when, and who must be aligned.   2.  GEC LT Operating Rhythm (Outcomes-Focused)   As a standing GEC LT member, shape meeting content toward decisions, risk posture, priorities, and actions rather than discussion-only updates.   Own decision and action discipline: ensure decisions are documented, actions carry a clear owner and date, and follow-through is tracked to closure. (Meeting   logistics   remain   with the CECO’s EA; this role   owns   content quality and   outcomes.)   Escalate stalled actions and unresolved cross-functional dependencies to the right owners and forums.   3.  Governance & Risk Committee Readiness   Partner with the   Chief of Staff/GLEC Operations   to ensure CECO governance updates are Risk Committee–ready: decision-oriented, risk-based, and supported by clear facts and mitigations.   Curate a concise CECO Governance Pack — top risks, mitigation progress, decisions   required , and action follow-through — used across leadership and committee pathways.   Ensure narratives are consistent across governance channels: what we are saying, why, and what we need.     4.  Strategic Alignment Across GLEC Operations (Connector)   and GLEC   Connect GEC LT priorities to GLEC Operations pillar leads to ensure clean alignment, handoffs,   risk   ownership   and escalation paths.   Partner with Strategy & Planning teammates ( e.g.,   Strategy Lead, Project Management Leads)   so   CECO and GEC LT decisions are reflected in the right roadmaps and execution mechanisms.   5.  CECO Communications & Executive Narrative   Draft CECO talk tracks and leadership-ready messaging that reinforce strategic priorities, risk posture, and stakeholder asks.   Coordinate with the Change Management Lead when adoption planning or structured change communications are   required   (the Change Lead owns the change plan and its execution).   6.  Enterprise E&C Decision Architecture     Maintain a rolling 6– 12 month   CECO decision agenda that   identifies   the material enterprise E&C decisions, risk discussions, governance milestones, stakeholder engagements, and leadership-team dependencies .     Work with accountable GEC LT leaders to ensure each priority topic is brought forward with a clear recommendation, evidence base, decision owner,   required   stakeholders, implementation implications, and escalation pathway .     Identify   cross-pillar conflicts, unresolved trade-offs, and decisions that require CECO intervention before they become governance or   execution   failures .     What Success Looks Like   The successful leader will:   Create a forward-looking CECO agenda that enables   timely   decisions on the most material E&C priorities;   Improve the quality, consistency, and decision-readiness of GEC LT and governance materials;   Ensure material CECO and GEC LT decisions have clear owners, decision records, timelines, and escalation pathways;   Reduce unresolved cross-functional dependencies and overdue leadership actions;   Strengthen the coherence of E&C risk, assurance, investigation, remediation, and business-partnership narratives;   Improve leadership confidence that governance discussions focus on material decisions rather than status updates;   Enable clear, consistent CECO messaging across TET, Risk Committee, Audit Committee, Board, business leadership, and in