Director, Enterprise Strategic Initiatives

About us One team. Global challenges. Infinite opportunities. At Viasat, we’re on a mission to deliver connections with the capacity to change the world. For more than 35 years, Viasat has helped shape how consumers, businesses, governments and militaries around the globe communicate. We’re looking for people who think big, act fearlessly, and create an inclusive environment that drives positive impact to join our team.

What you'll do We are thrilled to announce an exciting opportunity for a Director, Enterprise Strategic Initiatives to join our dynamic team in Carlsbad, CA! This is a hybrid, site-based role that offers the perfect blend of office collaboration and remote flexibility. Employees will work from our Carlsbad office 3-4 days per week within a standard five-day workweek, with the remaining days worked remotely.

The Director, Enterprise Strategic Initiatives owns the enterprise project portfolio end to end and leads the team of project managers who deliver it. This role establishes the governance standard, stage gates, and single reporting format that give the executive team one honest view of the company's most important initiatives, so funding and attention concentrate on the few that matter and the rest stop cleanly.

Beyond governance, the Director personally owns delivery of the most critical, highly cross functional initiatives and partners with FP&A to validate and sustain the financial benefits those initiatives promise. This is a builder's seat. The portfolio operating model, the templates, the cadence, and the credibility of the numbers reported to leadership will be shaped by the person in this role.

The day-to-day Portfolio Governance and Standards Own portfolio oversight across the enterprise, including the governance standard, stage gate model, and a single consistent reporting format used by all enterprise strategic projects. Support development of the criteria that define what qualifies as an enterprise strategic project, and apply those criteria to shape and prune the portfolio. Own the portfolio operating model and reporting cadence, including the monthly portfolio review and the artifacts that feed executive and board level forums.

Serve as the accountable owner for portfolio processes, templates, and tools, and drive their adoption across business areas and corporate functions. Benefit Realization and Financial Rigor Lead benefit tracking in partnership with FP&A, ensuring committed benefits are quantified at approval, tracked through delivery, and validated after close. Own sustainment auditing so improvements hold after a project team disbands, and ensure results are visible in operating and financial reviews rather than in a separate narrative.

Apply earned value and other quantitative performance measures to assess schedule and cost health across the portfolio. Delivery of Critical Initiatives Personally manage the most complex and highest exposure enterprise initiatives, spanning multiple business areas, functions, and workstreams. Drive cross functional escalation and decision making, removing bottlenecks that individual project teams cannot clear on their own.

Integrate what works from live initiatives back into repeatable project management standard work. Leadership and Team Development Lead, coach, and develop a team of project managers accountable for hands on delivery of the top enterprise strategic projects. Select, develop, and evaluate talent to ensure the effective operation of the function; direct people management responsibility is required. Partner closely with the Business System Office and the Enterprise Performance and Reporting function to ensure governance, continuous improvement methodology, and performance reporting operate as one system.

Scope, Communication, and Influence Partner with senior leaders to translate strategic plans and objectives into a funded, sequenced, and governed portfolio of work. Communicate portfolio status, risk, and trade offs with clarity