Head of Strategic Initiatives

The Performance Computing Power (PCP) division designs and ships the full range of computing-power solutions serving the most demanding compute markets in the world: AI and data center, hyperscaler infrastructure, networking, and high-performance computing. We are a top supplier to customers that define the AI era: Nvidia, AWS, Google, Microsoft, Meta, AMD, Intel, ARM, Cisco, Arista, Supermicro, all major Taiwan ODMs, and other leading global AI providers and hyperscalers. The division has scaled approximately eight-fold in four years, cresting $1.5B in 2026, with a goal of doubling again within two years. This hypergrowth phase creates the need to multiply the GM’s effectiveness by offloading execution detail so the GM can focus on high-value customer engagement, industry presence, leadership team development, and strategic positioning for the next phase of growth. The Head of Strategic Initiatives is the GM's strategic operator, executive communicator, and thought partner. The role amplifies the GM's leverage by: Acting as a strategic sounding board, shaping, testing, and challenging the GM’s thinking before it is communicated publicly Owning the analytical and written spine of the GM's most important decisions and external communication Driving 1–2 strategic projects per quarter that the GM owns but cannot personally staff Serving as the GM's proxy in rooms where the GM's perspective is needed but presence is not Key Responsibilities Lead 1–2 GM-priority initiatives per quarter end-to-end — from framing the question to recommendation to execution handoff. Examples: 5-year strategy refresh, competitive teardowns, design-win economics review, new market entry analysis, M&A target diligence, organizational design. Build the analytical spine for major decisions: structure the question, pull data with finance, sales operations, product, and marketing, pressure-test assumptions, and write the memo the GM will act on. Own the GM's written read-out on division strategy to ELT and other key partners — the narrative, not just the deck. Facilitate the GM's staff meeting: own the agenda, ensure presenters and topics are prepared in advance, circulate pre-reads, and run the meeting with extreme efficiency.  Bring the strategic frame to the AOP cycle: what the division is betting on, why, and what tradeoffs the leadership team is being asked to make. The Head of Business Operations owns the process; this role owns the strategic content. Work with the GM’s direct reports to structure, prepare, critique, and evaluate semi-annual product-line deep dives. This role owns the timing, agenda, preparation, and execution of the deep dives. Drive follow-through on GM commitments out of staff, offsites, and customer meetings; close loops the GM cannot personally close. Curate the GM's external calendar: which customers, which conferences, which keynotes, which analyst briefings — and what the GM should walk away with from each. Prepare the GM for high-stakes customer meetings: account context, history, open commercial and technical issues, the ask, the desired outcome. Travel with the GM where helpful and represent the GM where appropriate. Represent the GM in select internal forums where the GM's perspective is needed but presence is not. Listen on behalf of the GM: surface issues, tensions, and opportunities the GM would want to know about — including the uncomfortable ones. Travel: Approximately 25%, primarily domestic US, including San Jose–Phoenix travel and customer/conference travel.