GiveDirectly - Director, Mothers & Babies (Remote)

• Set strategy, define the hypotheses, and drive focus • Own the product vision and multi-year strategy, translating it into annual and quarterly goals and clear “go/no-go” decision points. • Define and maintain the core “hypotheses” that ground GiveDirectly’s investment in this product (impact/value, feasibility/delivery, and growth/fundability), including what evidence would change our confidence. • Build a crisp roadmap that separates (a) what must be proven, (b) what must be built, and (c) what must be scaled—then ruthlessly prioritize to match the year’s goal. • Design and iterate on program model and recipient experience • Lead program design choices (e.g., transfer size, timing/cadence, etc), grounded in evidence and operational realities. • Ensure the program meets a high bar for recipient dignity, safeguarding, consent, and clarity - especially given the sensitivity of pregnancy and newborn outcomes. • Partner closely with programs teams to identify where reality diverges from our plans, diagnose root causes, and implement adaptations quickly and thoughtfully. • Build scalable delivery and partnership models • Identify, evaluate, and manage partners critical to targeting and outcomes (e.g., community health NGOs, health facilities, government health systems, digital maternal health platforms). • Define the operating model: what GiveDirectly must do vs. what partners can do better (and cheaper), and how responsibilities, incentives, data flows, and accountability work. • Develop playbooks for recipient targeting/verification, enrollment of pregnant women, payment timing, troubleshooting, and issue escalation—then standardize across countries where appropriate. • Define the tech needs for delivery and scale (e.g., digital identification/enrollment pathways, system integrations with health registries where feasible, 2-way messaging for consent/verification, automation to reduce delays/failures). • Drive the learning agenda and evidence narrative • Set the measurement strategy and learning agenda: leading indicators, qualitative insight loops, and (where appropriate) the path to rigorous evaluation. • Work with research/MEAL to ensure we’re collecting the “decision-grade” evidence we need (not just reporting metrics), including how findings translate into product decisions. • Package evidence into a narrative that is legible and persuasive to donors, partners, and policy stakeholders—without overselling or handwaving uncertainty. • Support fundraising and go-to-market • Build the product’s “go-to-market” posture: positioning, target donor segments, proof points, and the pitch narrative that unlocks scale. • Partner with fundraising to shape pipeline strategy and support key conversations—especially where product credibility and evidence are decisive. • Establish a cadence of tight updates and materials that make it easy for relationship owners to sell the product confidently. • Lead cross-functional execution without formal authority • Assemble and run a high-performing cross-functional team, setting operating rhythms, decision forums, and clarity on ownership. • Build alignment across stakeholders (country leadership, research, fundraising, tech) and “cleanly escalate” when tradeoffs need senior resolution. • Create an environment of candor, high standards, and rapid learning—while operating with care in a sensitive domain.