Senior Director, Talent Strategy & Management

Role Summary

The Senior Director, Talent Strategy & Management is a senior enterprise leader responsible for shaping and driving a forward-looking talent strategy that enables scientific innovation, operational excellence, and commercial success in a global biopharma environment.

This role leads the design and execution of integrated talent management practices including high-potential identification and mobility, succession planning, workforce planning, and enterprise skills strategy.

The role partners closely with the CHRO, VP of Talent, HR Leadership Team, and senior business leaders across the enterprise to ensure strong leadership pipelines, critical capability depth, and future-ready talent aligned to the company’s portfolio and growth strategy. Ultimately, this role builds the critical skills and capabilities needed to ensure high performance across CSL.

The Senior Director also develops Board of Directors–level talent insights for Board reports.

Key Responsibilities

Talent Strategy & Planning

• Develop and evolve an enterprise talent strategy aligned to pipeline priorities, product lifecycle needs, and transformation initiatives

• Translate business and portfolio strategy into actionable talent priorities and investments

• Establish enterprise frameworks and governance for talent management across scientific, technical, and commercial populations

• Integrate talent, culture, and leadership expectations to support innovation and patient impact

• Monitor external talent and industry trends in biopharma and life sciences

High-Potential & Top Talent Mobility and Development

• Define and design the enterprise approach for identifying and segmenting high-potential and mission-critical talent

• Lead differentiated development strategies for scientific, technical, and enterprise leadership talent

• Enable cross-functional and cross-geography mobility (e.g., R&D ↔ Commercial ↔ Operations)

• Partner with leadership and learning to build targeted accelerated development experiences into the HiPo Learning programs / pathways

Succession Planning & Leadership Pipeline

• Design and govern a robust succession planning process for executive (SD+) and business-critical roles

• Ensure depth and breadth of leadership pipelines for SD+ roles, critical roles and GLG-1 roles and work across key stakeholders to understand & develop internal and external pipeline strategies

• Support HR/Talent Partners to drive rigor, objectivity, and diversity in succession decisions

• Ensure relevant data points are used to provide clear visibility into bench strength, readiness, and risk

• Provide leaders with the Talent Insights they need to build a diverse, future-ready successor pool

Workforce Planning

• Lead enterprise workforce planning integrating pipeline scenarios, product launches, and global market needs

• Partner with Finance, Talent Acquisition and business leaders on demand forecasting and scenario planning

• Identify capability gaps and inform build/buy/borrow/bot/bounce strategies

• Implement scalable workforce planning tools and analytics

Workforce and Capability Strategy

• Identify future skills and enterprise capabilities required for long-term success

• Partner with workforce planning and L&D to close critical capability gaps

• Integrate skills-based thinking into talent and workforce planning processes

• Partner across HR and business leaders to map and prioritize critical skills

• Enable enterprise skill-building strategies and targeted learning investments

• Support evolution toward skills-based talent practices

Stakeholder Leadership

• Serve as a trusted advisor to senior executives and HR leadership

• Collaborate across the E2E Talent Value Chain

• Lead and develop a high-performing talent team

• Own preparation of talent and succession materials for the Board and relevant committees

• Provide data-driven insights on leadership pipeline health, succession readiness, and talent risks

• Ensure reporting reflects pipeline, regulatory, and market realities

• Partner with the CHRO and CEO on Board-level talent discussions

Data, Insights & Governance

• Stay market-savvy: monitor external trends and benchmarks, providing expert guidance to keep CSL at the forefront of talent and capability building

• Establish talent analytics, KPIs to track pi