Director, Vendor Governance

About the role

The Director, Vendor Governance leads the vendor governance agenda within the MGS Global Strategy Office (GSO), ensuring strategic partners deliver measurable business value, support enterprise priorities and fit MGS's long-term capability strategy. As Functional Lead for Strategic Partner Governance, the role sets governance frameworks, drives executive accountability, promotes transparent performance reporting and advises on partner-enabled opportunities. It works across Business Units, Capability Leaders, Procurement, Finance, Global Technology, Strategic Portfolio Governance and Transformation teams.

Key responsibilities

• Build and align the strategic partner ecosystem and operating model, including demand and business alignment.
• Manage executive relationships and governance.
• Drive partner performance, accountability and transformation enablement.
• Support partner value realization and risk, resilience and cross-functional leadership.
• Provide strategic advisory and capability building.

Required profile

• Minimum 10 years of progressive leadership experience in operations, shared services, business transformation, strategic partnerships, outsourcing, vendor governance, business management, performance management or related fields.
• Experience leading complex cross-functional initiatives and influencing senior stakeholders.
• Experience in Global Capability Centers, Shared Services, Operations, Business Transformation or large matrixed organizations.
• Experience with strategic service providers, outsourcing partners, managed services organizations or technology partners.
• Experience supporting enterprise transformation, automation, productivity improvement and organizational change.
• Experience developing governance frameworks, operating models, executive reporting, performance scorecards, value realization methodologies and executive value storytelling.

Required skills

• Familiarity with third-party risk management, outsourcing governance and procurement operating models.
• Operations management, performance governance, service delivery, value realization and GCC operating models.
• Ability to turn business objectives into measurable outcomes and executive recommendations.
• Strong analytical and business acumen, data-driven decision making and executive communication.
• Team leadership, talent development and stakeholder management.

Working arrangement is hybrid. Manulife describes itself as an international financial services provider and an Equal Opportunity Employer.