Project Manager, Governance Forums

Join us as we transform immunology and deliver medicines that help autoimmune patients get their lives back. argenx is preparing for multi-dimensional expansion to reach more patients through a rich pipeline of differentiated assets, led by VYVGART, our first-in-class neonatal Fc receptor blocker approved for the treatment of gMG, and with the potential to treat patients across dozens of severe autoimmune diseases.

We are building a new kind of biotech company, one that maintains its roots as a science-based start-up and pushes our commitment to innovate across all corners of our business. We strive to inspire and grow our company, our partnerships, our science, and our people, because when we do, we deliver more for patients. 

About the job
The Project Manager – Governance Forums is a role that creates and maintains the operating structure for three of argenx’s most senior governance forums — the Senior Leadership Team, the Operations Committee, and the Portfolio Committee. Sitting within the Office of the CEO, the Project Manager exists to protect and prioritize these leaders’ collective time — making sure it is spent on the highest-impact topics that only these groups can address, and that every discussion lands on clear, owned actions.

The premise is simple: senior leadership time is one of argenx’s scarcest resource. The role is a ruthless prioritizer of the strategic agenda — filtering out anything that can be decided closer to the work, and reserving the room for the cross-asset, cross-capability, and company-wide decisions that genuinely require this level of leadership.   The intent is to continuously improve the enterprise decision-making system that enables argenx's most senior leaders to focus on the decisions that create the greatest value for patients and the company.  A central goal is less meeting time, not more — fewer, sharper topics, each ending in a clear decision or next step.

We are seeking a person that lives in the Ghent, Belgium OR Boston, Massachusetts and must be able to travel about 25% for this role. 

Roles And Responsibilities

1. Prioritize the agenda for highest impact

• Prioritize each forum’s agenda ruthlessly — reserving the room for the cross-asset, cross-capability, and company-wide strategic topics that only these groups can decide, and steering everything else to the right owner closer to the work.
• Test proposed topics against a clear bar: does this genuinely require this group, at this level, now? Protect senior leaders’ time from status updates, FYIs, and decisions that belong elsewhere.
• Curate agendas that are realistic, sequenced by impact, and sized to the time available — fewer, sharper topics rather than a crowded list.

2. Structure & operating rhythm

• Build and maintain a clear, formalized structure for each forum — charters, decision rights, membership, and a consistent operating model — creating what does not yet exist and documenting what does.
• Own the meeting cadence and calendar across the three forums, protecting senior leaders’ time and keeping the groups aligned without overlap (e.g., a weekly SLT block with the Operations and Portfolio Committees alternating).
• Maintain a single, connected view across all three forums so structure, terminology, and ways of working stay consistent.

3. Preparation & pre-reads

• Ensure high-impact prework and pre-reads so members arrive prepared and meeting time goes to judgment and decisions, not background or status updates.
• Partner with decision owners ahead of each session to frame each topic clearly — what is being decided, who decides, what advice is needed, and what a good outcome looks like.

4. Facilitation toward clear actions

• Drive every meeting toward clear, owned actions — keeping discussion focused, on time, and ending each topic with a decision, an owner, and a next step.
• Ensure that no topic leaves the room ambiguous: capture the decision, who is accountable, and the deadline in real time.
• Embed the forums’ decision principles into practice (clarity before action, advice over consensus, decision closest to the work, bias toward action, “one and done,” close the loop).

5. Information sharing & follow-through

• Ensure clear, transparent information sharing after every meeting — publishing agendas, decisions, and action items to the right people and teams so decisions are understood and information flows.
• Close the loop — ensure that every decision and action is shared back with the people who gave advice and those who will be impacted, and track actions