Job Description Summary

We are the makers of possible  

BD is one of the largest global medical technology companies in the world. Advancing the world of health™ is our Purpose, and it’s no small feat. It takes the imagination and passion of all of us—from design and engineering to the manufacturing and marketing of our billions of MedTech products per year—to look at the impossible and find transformative solutions that turn dreams into possibilities. 
 

We believe that the human element, across our global teams, is what allows us to continually evolve. Join us and discover an environment in which you’ll be supported to learn, grow and become your best self. Become a maker of possible with us. 

Job Description

A Day in the Life

The Core Team Leader (CTL) for the Dispensing portfolio is the cross-functional business leader, accountable for decision-making within development projects using the Core Team model. The Dispensing Portfolio accounts for ~1B$ in revenue for the Medication Management Business and this CTL role will lead the next generation Medication Management Core Team(s) to deliver the business outcomes aligned with the Dispensing business strategy. The CTL is accountable for all aspects of the Core Team project(s), including the formation of high-performance teams that are adept at project planning and execution for the predictable delivery of reliable solutions for commercial release. The CTL also plays a significant partnering role in mentoring and developing Core Team Members so that they operate as an effective cross-functional team. They are the primary champion for overcoming barriers, driving decisions and creating a culture of empowerment in the broader organization.

Position Responsibilities

Business Leadership:

• Strategic planning - Cast a compelling vision and define a strategy to meet it, including alignment with other Dispensing and MMS functions.
• Operational planning – Lead and coordinate Core Team(s) actions required for all business planning cycles.
• Stakeholder Management - Accountable for all Core Team communications with key sponsors and stakeholders.
• Best Practice Process Leader - Champion Design/Development best practices and drive the collection of high-quality VoX input to define solutions that optimize business outcomes.
• Cross-Functional Leader - Effectively leverage the Core Teams(s) as the primary vehicle for working in a project-centric, cross-functional matrix.

Program Leadership: 

• Accountable for the formation of high-performance, cross-functional Core Teams
• Accountable for ensuring that Core Team(s) are focused on predictability through rigorous planning and execution of project baselines including scope, cost, schedule, resources, risk, and quality.
•  Accountable for providing leadership on key project decisions surrounding change control, trade-off’s, arbitrate and resolve escalated issues, and more.
• Accountable for championing resource management discussions with functional organizations to ensure that all Core Teams are staffed to be successful.
• Accountable for ensuring that the Core Team(s) achieve contracted commitments and performance metrics.
• Accountable for the development and execution of market commercialization plans and releases to all markets that are in scope.

Talent Development Leadership:

• As part of Core Team development, leverage the talents of individual Core Team Members through role definitions within the team.
• Mentor and coach Core Team Members as part of a cross-functional partnership with functional organizations to build a sustainable pipeline of talent.
• Create and cultivate an empowered culture where Core Team Members are encouraged to think critically and make decisions – build competency and capability across the core team. 

 Program Management Career Stream

• Program Managers and Directors focus on tactical, operational activities for a major program with broad or ongoing impact. Levels within the program management career stream typically accomplish program objectives through matrixed employee teams and / or vendors who are not direct reports but for which the incumbent has direct accountability to lead. Most of the time is spent overseeing their area of responsibility, managing program/team performance, communicating project and operational developments, planning, prioritizing and / or directing the responsibilities of program team members. Goal achievement is typically accomplished through performance of program team members.

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