Value & Performance Lead

Purpose Shape Pfizer International Commercial Digital & AI portfolio to deliver the strongest possible risk-adjusted return. Give the Investment Committee an independent view of where capital should be committed, continued, redirected or stopped, based on the performance and risk profile of the portfolio as a whole, not only the merits of individual investments. This role holds the financial and portfolio-management integrity of the investment process and works in close partnership with the GCA International Value & Measurement CoE to ensure that measurement frameworks, methods and evidence are rigorous, comparable and decision-ready. Key accountabilities ·       Attaches the KPIs for every initiative the Investment Committee considers, using measures already agreed by the organisation and aligned to the KPI Council and leadership cockpit. Do not create a new KPI set for each submission. ·       Partner with the GCA International Value & Measurement CoE to define the measurement framework and approach for each proposal. Ensure that KPIs, methods and comparability are pressure-tested and validated before approval and remain fixed unless a formally documented change is agreed. ·       Define the budget and expected financial impact of each proposal at the outset. Translate the agreed KPIs into a financial value where conversion is defensible and into a documented impact score where it is not. ·       Partner with the GCA International Value & Measurement CoE to ground KPI targets and expected financial impact in external evidence, including competitive intelligence, quantitative industry benchmarks and qualitative intelligence on the strategic actions of relevant peers. ·       Own the independent portfolio audit at three, six and twelve months, drawing on measurement delivered or validated by the GCA International Value & Measurement CoE and other relevant data owners. Provide the objective conclusion on whether an initiative is delivering against the measures agreed at approval. ·       Maintain the benefits ledger: promised value versus verified value, split into verified, written off, not yet audited and overdue. ·       Own the portfolio risk-return view. Assess expected and realised return, concentration of risk, the balance between near-term value and longer-term optionality, and exposure across markets, archetypes, capabilities and investment stages. Identify where the portfolio is overexposed, underinvested or carrying investments whose expected return no longer justifies continued funding. ·       Advise the Investment Committee on how to improve the return of the portfolio as a whole. Bring explicit recommendations on where to increase investment, reduce exposure, change the funding sequence, redirect capital or stop funding, including where individual initiatives may appear defensible but the combined portfolio is not. ·       Run portfolio scenarios and trade-off analyses. Show how different allocation choices affect expected return, risk, speed to value, strategic coverage and available capacity, and make the opportunity cost of each material decision visible before capital is committed. ·       Translate performance evidence into active capital reallocation. Use stage-gate results, audits, changes in risk and emerging opportunities to recommend movement of funding across initiatives rather than allowing the original allocation to become permanent by default. ·       Attach risk to individual decisions and to the portfolio as a whole. ·       Own the pillar’s working relationship with the GCA International Value & Measurement CoE as its principal counterpart for measurement frameworks, KPI standards, measurement methods, measurement delivery and the integration of CoE-generated insights into investment memos and portf