Senior Principal - Portfolio Manager Connectivity

Business Introduction GSK remains committed to achieving bold commercial ambitions for the future. By 2031, we aim to deliver £40 billion in annual sales, leveraging our existing strong performance momentum to significantly increase our positive impact on the health of billions of patients globally. Our Ahead Together strategy is centred on early intervention to prevent and alter the course of disease, thereby protecting people and supporting healthcare systems. Our diverse portfolio consists of vaccines, specialty medicines, and general medicines. Through continuous innovation and a dedicated focus on scientific and technical excellence, we strive to develop and launch new, groundbreaking treatments that address critical health challenges. Job Purpose  The Portfolio Manager for Connectivity manages the domain's demand and portfolio of work, sequencing delivery against strategy, capacity and dependencies, and giving domain leaders a clear view of what is being delivered and when. The role runs lean portfolio management for the domain, steers with flow metrics and OKR progress rather than fixed plans, and tracks benefits realisation after delivery. Domains span cloud, network, digital workplace and Reliability Engineering & Operations, and the specific domain is set on appointment. The role orchestrates rather than decides. It owns the portfolio process, the prioritisation framework, the reporting and the transparency, and it coaches and challenges on delivery discipline. Prioritisation calls, roadmap content and value commitments remain with the Platform Manager and the Product Owners. Enterprise portfolio consolidation sits with the Investment Planning & Performance Director, and domain cost and forecasting sit with the Tech Finance Manager. Key Responsibilities • Run lean portfolio management for the domain, managing incoming demand through a single route rather than several informal ones. • Own the prioritisation framework the domain applies, so that decisions taken by the Platform Manager and Product Owners are made on a consistent basis. • Sequence delivery against strategy, capacity and cross-platform dependencies, surfacing conflicts early enough to be resolved. • Link every item of work in the portfolio to strategy and to domain OKRs, and track the outcome with a named metric. • Steer the portfolio with flow metrics and OKR progress, and act on the signal rather than only reporting it. • Provide portfolio reporting, forecasting and transparency to domain leaders and into the enterprise portfolio. • Use AI tooling to accelerate portfolio analysis, dependency detection, forecasting and reporting, reviewing AI-assisted output before publication. • Track benefits and value realisation after delivery, and feed what actually landed back into future prioritisation. • Coordinate supplier and managed-service demand within the portfolio, so partner capacity is planned rather than assumed. • Run the domain portfolio governance forums, setting agenda, evidence pack and follow-up actions. • Coach delivery teams and Product Owners on portfolio discipline, so that transparency improves at source rather than through chasing. • Hold the boundaries with the Platform Manager on prioritisation decisions, the Tech Finance Manager on cost and forecasting, and the Investment Planning & Performance Director on enterprise portfolio consolidation. Key Relationships/Customers Business Stakeholders • Business stakeholders raising demand into the domain • Domain leadership as the primary consumer of portfolio transparency Tech  Stakeholders •        Platform Manager as line manager and owner of prioritisation decisions • Product Owners across the domain's platform products • Tech Finance Manager for cost, forecasting and investmen