shieldai - Director of Business Value from Enterprise AI (R5463)

• Technical Grounding for Business Decisions • Apply working technical knowledge of ML and generative AI — including model capabilities, limitations, training/tuning basics, and evaluation approaches — to pressure-test vendor claims, size technical risk in buy/build calls, and shape use cases that are technically realistic. • Distinguish generative AI from traditional ML in business conversations, since the two carry different technical risk profiles, build timelines, skill requirements, and cost structures, and translate that distinction into sharper prioritization and roadmap decisions. • Partner with engineering and technical evaluators as a credible counterpart during vendor evaluation and market scans, able to interrogate technical claims rather than relay them. • Incorporate model performance, drift, and technical limitations into ROI frameworks and success metrics, so measured value reflects real system behavior, not just adoption numbers. • Demand-to-Value Pipeline • Own the single demand pipeline across Workplace AI: intake, shaping, prioritization, buy/build recommendation, rollout, adoption, and value measurement. • Partner directly with business leaders, including senior executives, to surface needs, pressure-test requests, and distinguish real opportunities from low-value noise. • Translate ambiguous business problems into clear requirements, decision-ready use cases, and a prioritized portfolio of AI opportunities. • Identify where AI can create the most leverage, whether through productivity, cycle-time reduction, quality improvement, risk reduction, or better decision support. • Lead build-versus-buy decisions, including market scans, vendor evaluation, recommendation development, and ownership of purchased-solution rollout. • Establish baselines, define success metrics, and build the ROI cases that show whether a solution is working after deployment. • Own adoption as seriously as selection: partner with the business on training, behavior change, communications, and local champion models so tools actually stick. • Leadership & Strategy • Serve as the senior business-facing counterpart to the VP, integrating business pull and technical push into one clear prioritization and operating rhythm. • Build, lead, and develop a team responsible for demand shaping, triage, and business-facing execution, establishing standards and processes that scale as the function matures. • Prepare decision memos, frame tradeoffs, and resolve most prioritization questions before they reach the VP. • Act as the trusted AI advisor to non-engineering leaders, communicating in the language of outcomes, constraints, and business value. • Own the strategic roadmap and budget for the demand-to-value function, aligning it to enterprise priorities over multi-quarter horizons. • ## What success looks like: • Business units see Workplace AI as a trusted partner that helps clarify problems, not just respond to tickets. • Buy/build decisions are faster, sharper, and better grounded in business value, technical reality, and market conditions. • Deployed tools have defined baselines, measurable adoption, and defensible ROI. • Training and change management are treated as core parts of delivery, not afterthoughts. • Reliably handles shaping, triage, and business-facing execution functions, with a team scaled to meet demand.