· Lead strategic thought leadership and long-range research — develop original perspectives on technology disruption, competitive shifts, emerging business models and future growth opportunities that inform Personal Systems’ long-term strategy and investment priorities.
· Shape the forward-looking AI point of view — track the trajectory of AI, including the migration of inference from cloud to the edge and on-device; translate this into implications for Personal Systems’ long-term business strategy, competitive positioning, and where HP chooses to compete and how it wins
· Translate the strategy into portfolio and product priorities — develop perspectives on portfolio priorities, growth opportunities and strategic trade-offs; influence product and portfolio decisions, resource allocation and investment focus; and accelerate the adoption of AI-enabled capabilities across the business.
· Develop the executive narratives both for internal and external communications — build PS AI strategy inputs and decision-oriented materials for internal forums (Board, ELT) and external forums (Investor Day), aligned to Investor Relations and Board Operations processes, with clear operating plans, stakeholder ownership, decision asks and follow-through.
· Build the organizational strategy foundation — create scalable frameworks, learning experiences and change-management approaches; lead in-person strategy workshops and sessions; and deploy AI-enabled decision-support resources to raise strategy capability across the business
· Maintain ecosystem relationships for strategic access — build and sustain relationships across venture capital, startups and AI ecosystem partners to secure access to emerging technologies, business models, innovation and best practices relevant to HP.
· Drive stakeholder management and executive advisory — advise executive leaders on opportunities, risks, portfolio trade-offs and execution considerations; partner with business units to incubate differentiated AI-driven experiences and influence roadmap and monetization; and drive alignment across competing priorities in a highly matrixed organization.
· Build and lead a high-performing Strategy team — develop talent, clarify ownership lanes, establish clear accountability, and strengthen strategic, analytical, communication and AI capabilities while modeling AI-enabled ways of working
· Elevate competitive intelligence into decision support — move CI from reporting to proactive decision support; establish a monthly cadence with business leaders on competitive moves, portfolio insights and strategic implications; and run quarterly competitive assessments
· Grow and scale the competitive intelligence team — shape future intelligence capabilities and expand the use of competitive insights across senior leaders, product, category and business stakeholders, developing the team and broadening its coverage over time.