- Coordinating AI-related efforts across Business Units, delivery teams, BizDev, People, IT, and Finance — ensuring alignment and unblocking horizontal initiatives
- Owning corporate data regarding AI adoption — collecting, maintaining, and reporting metrics that reflect real usage, not self-reported perception
- Co-organizing AI events (internal demos, knowledge-sharing sessions, workshops) and facilitating internal AI communications
- Identifying, engaging, and maintaining a pool of AI Champions — engineers and managers who lead by example and multiply adoption across their teams
- Shaping AI governance projects from early vision to execution-ready state, with clear scope, owners, dependencies, and success criteria
- Popularizing AI opportunities inside SPD — connecting people, surfacing use cases, and making the AI Office visible and approachable
- Owning end-to-end execution tracking and reporting of the AI strategy — maintaining the planning structure, running the operating cadence (agendas, summaries, decision logs, follow-ups), and preparing leadership digests
- Identifying risks and blockers across AI adoption and transformation initiatives — driving mitigation with functional owners, escalating appropriately, and ensuring alignment with AI usage, security, and governance guidelines
- Scaling AI experience across the organization — capturing lessons from delivery, pilots, and champion activity, packaging them into reusable artifacts
- Partnering with IT on AI tooling lifecycle, policy, and procurement, and with L&D on AI learning programs
- Maintaining a well-structured, AI-amplified knowledge base of the AI Office — documents, decisions, playbooks, references
Project ManagementBusiness Operations