VP of Strategy

Who We Are:

Power Digital is an AI-Native Growth Firm built at the intersection of world-class talent and proprietary technology. We help leading and emerging brands grow by combining deep vertical expertise, strategic thinking, and enterprise intelligence to drive measurable business outcomes.

For more than a decade, we have built our business around one belief: the best technology makes great people better. Our teams of strategists, creatives, analysts, and technologists use Omega, our AI operating system, to surface opportunities faster, investigate what is driving performance, and execute approved work with greater speed and precision. Behind Omega is Iris, our proprietary intelligence layer, built on years of real performance data, strategic frameworks, testing, and learnings from across our client portfolio. AI expands the capacity of our people to think, create, solve harder problems, and make better decisions. Human judgment, creativity, and accountability remain central to how we work. 

As a people-first firm, we value diversity in backgrounds and experiences. We strongly believe our people and culture are key to our success. We partner closely with our clients as an extension of their teams, working across strategy, execution, and measurement to identify what is truly blocking growth and determine what to do next. Our culture is built on people who are curious, ambitious, accountable, and committed to delivering meaningful results for our clients and for one another.

At Power Digital, we believe the future belongs to teams that combine the best talent with the best technology. We are building that future today.

**We support 100% remote, in-office, or hybrid work styles for anyone legally eligible to work in the U.S.

A day in the life:

As the VP of Strategy, their days are spent embedded inside the Division's book of business, where strategy meets performance. They might start by reviewing which clients are pacing below goal in Omega, join a Group Director to reset strategy on an at-risk Top 15 account, pressure-test a QBR narrative before it goes to a client's C-suite, and close with office hours helping Account Directors build a cross-channel growth plan. Across all of it, they spot common problems and strategic gaps and turn them into solutions, playbooks, and trainings that raise the floor for the whole Division. They serve as the Division's senior strategy and performance lead. While Group Directors own the client relationships and the book, the VP of Strategy ensures the strategy behind every client is sharp enough to hit goals, retain business, and drive expansion.

The VP of Strategy is the senior strategy and performance leader embedded directly within a vertical CX Division. The role is an evolution of the VP/MD of Strategic Solutions, moving strategy out of a central unit and into the Division it serves. It functions as a coaching and expert resource rather than a traditional management layer: ADs report directly to GDs, while the VP of Strategy is deployed across the book where strategic rigor and performance matter most. Depending on the scale and needs of the division, the VP of Strategy may manage a small pod of strategic leaders and executors. The role centers on four core pillars:

• Client Performance & Strategy (40%): Owning the strategy and performance standard for the Division's book so clients achieve their goals.
• Top Client Retention & Escalations (25%): Serving as the strategy and performance lead for the Division's Top 15 clients, as well as supporting at-risk accounts.
• Omega & Strategic Solutions Enablement (20%): Driving Goals + Composer adoption, the Power Circuit, and playbooks across the Division.
• AD & GD Strategic Coaching (15%): Raising the strategic capability of the Division's Account Directors and Group Directors.

Ultimately, this role is built on the conviction that clients who hit their goals stay and grow. Better performance serves as the primary retention lever and the foundation for long-term service expansion.

Key Responsibilities:

Client Performance & Strategy (Target 40%):

• Priority Client Pitch Support: For P1 clients, support in the narrative build and forecasting within the new business pitch process to ensure alignment between client stakeholders, sales, and delivery. 
• Performance Ownership: Own the strategy and performance standard across the Division's book. Track every client against goal (below, at or above) and drive recovery plans for clients below goal.
• Goals + Composer: Ensure every client has quality goals and full context set up in Composer, and that Omega's recommendations are reviewed and acted on by account teams.
• Cross-Channel Strategy: Design integrated, data-backed strategies and playbooks that move past single-channel solutions where possible (e.g., New Market Entry, BFCM, Subscription, seasonality planning).
• Measurement: Partner with measurement and data resources so client goals, attribution and reporting are sound. The Division's Media Planner and AI Lead have a dotted line to this role.
• Proactive Planning: Bring forward-looking strategy to clients, such as seasonality, competitive shifts and annual planning, before they ask for it.

Proactive Top Client Retention & Escalation Support (Target 25%):

• Top 15 Strategy Lead: Serve as the strategy and performance lead for the Division's Top 15 and Pareto clients, partnering with the GD and executive sponsor on growth plans and long-range plans.
• At-Risk Turnarounds: Step in on at-risk and escalated accounts. Diagnose root causes and prescribe clear, actionable remediation plans that account teams can execute.
• Strategic QBRs: Support quarterly growth planning sessions and QBRs that focus on forward-looking strategy.
• Clear Operating Boundaries: GDs remain the primary decision-makers on their accounts. Engage quarterly or for specific escalations, with clearly defined roles so clients always know who leads.

Omega & Strategic Solutions Enablement (Target 20%):

• Omega Adoption: Partner with Division leadership and the Innovation team (Division AI Lead and SVP of Innovation) to hit the Division's Omega goals for Goals + Composer coverage, Co-Pilot clients and internal usage.
• Power Circuit & Playbooks: Carry forward the Power Circuit and solutions roadmap from the Strategic Solutions framework, tailoring playbooks to the Division's vertical.
• Service Expansion Inputs: Flag white space where stronger strategy uncovers the need for additional services, and hand those opportunities to the GD and AD to lead the SE conversation.
• Product Feedback: Feed client and performance learnings back into Omega and the Innovation team’s product roadmap to create custom Agentic solutions for Division clients that make Omega more valuable and sticky to the client portfolio.

AD Strategic Coaching (Target 15%):

• AD Enablement: Coach ADs on strategy, performance diagnosis and leading strategic client conversations through on the job coaching (shadowing, role playing), office hours and Strategic Planning/QBR dry runs.
• Training & Certification: Partner with Learning and Development team and Product Heads to identify training leads on AD and strategist certification to elevate the floor and level of sophistication of strategy to lead to better client performance.
• Best-Practice Sharing: Bring standout strategies and case studies to cross-Division roundtables and the monthly Enterprise summit.

Key Performance Indicators (KPIs):

• Clients Achieving Goals (primary KPI): % of Division's clients with Goals + Composer are at or above goal.
• Goals + Composer Coverage: 80% of the Division's clients have goals set up in Composer, with 80% of eligible clients using Omega internally by March 31, 2027.
• Churn Impact: The Division contributes to company monthly churn under 4%, with zero Pareto churn in the Division's Top 10.
• Retention Saves: Target of 1 Pareto client save and roughly $50K less churn per month.
• Playbook Integration: 1 new strategic framework, playbook or solution built and adopted in the Division per quarter.
• Strategic Presence NPS: 80% approval rate on a quarterly survey of GDs and ADs measuring your involvement, strategy quality and effectiveness in putting the Account Director in the "strategic seat."

Most Important Things (MITs):

• Clients at Goal: Get the Division's book measured against goal in Omega and move clients below goal back on track.
• Protect the Top 15: Be the strategy partner on the Division's most important accounts so none churn and every one has a clearly defined strategy to hit performance expectations.
• Strategic Enablement: Elevate the strategic confidence and capability of ADs through coaching, office hours and usable strategic tools.

Benefits & Perks:

• Base salary + commission opportunities
• Robust Medical, Dental, Vision insurance plans with up to 100% employer contribution towards employee monthly premium
• 401(k) plan - 4% employer contribution matching 
• Unlimited Time Off available on day one
• Up to 4 hours per quarter for paid Volunteer Time Off (VTO) towards philanthropic endeavors
• Fully flex work environment: full-remote, in-office, or hybrid 
• A one time $100 USD Work From Home (WFH) stipend automatically added to your first paycheck
• Employee Assistance Program (EAP)
• 12 observed United States national holidays + 2 mental health recharge days per year
• Unlimited opportunities for growth & leadership within a rapidly growing firm
• Ongoing employee development programs for personal and professional growth (Hedgehog and Vital 5s)
• Quarterly awards including prize money and recognition for outstanding performance
• Opportunities to be involved in company DEI initiatives

Power Digital’s people and culture are at the core of our success, which is why diversity in our team’s backgrounds and experiences are paramount. We are an Equal Opportunity Employer and our employees are people with different strengths, experiences, and backgrounds, who strive to make an impact inside and outside of the workplace. Diversity not only includes race and gender identity, but also age, disability status, veteran status, sexual orientation, religion and many other parts of one’s identity. All of our employees' points of view are key to our success, and inclusion is everyone's responsibility.

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