Product Strategy Lead

Entity: CSL Behring

Job Category: Strategy & Planning

Job Family: Strategy & Planning Multi Discipline

Job Type: Full Time

Location: Melbourne, Victoria, Australia

Employer Reference: R-283725

The Opportunity:

The Product Strategy Lead is the end‑to‑end owner of integrated Product Strategy for an assigned portfolio of products, accountable for translating commercial ambition and R&D strategy into clear, executable manufacturing and operations strategies across the full product lifecycle.

This role serves as the primary strategic integrator across Manufacturing and Technical Operations, Commercial, R&D, Business Development, Quality, Regulatory, Supply Chain, Finance, and Network Strategy. The Product Strategy Lead ensures product‑level decisions regarding investment, capacity, capability, and lifecycle trade‑offs are coherent, value‑driven, and aligned to enterprise priorities, enabling safe, reliable supply of CSL products to patients.

Acting as the product’s representative in senior governance forums, the Product Strategy Lead shapes and anchors product‑level strategic decisions, ensuring leadership has a clear, fact‑based view of options, risks, trade‑offs, and value implications across time horizons.

The Role:

Product Strategy Ownership and Integration

• Owns the single, integrated Product Strategy for assigned products, ensuring end‑to‑end alignment across Commercial, R&D, BD, and Operations.

• Acts as the product‑level strategy decision owner within Operations, accountable for framing options, recommending trade‑offs, and anchoring decisions adopted through governance.

• Ensures product strategies balance cost, risk, speed, supply resilience, and long‑term enterprise value.

Portfolio & Lifecycle Strategy

• Leads end‑to‑end product lifecycle strategy, including development, launch strategy, growth, optimization, and end‑of‑life decisions.

• Actively manages portfolio trade‑offs across assigned products, including prioritization, sequencing of investments, and capacity or capability allocation.

• Ensures lifecycle decisions are grounded in both current performance and future portfolio needs.

Financial & Investment Framing

• Owns the financial and value framing of product‑level strategy decisions, including investment rationale, scenario analysis, and long‑term value impact.

• Provides product inputs into Long‑Range Planning (LRP), ensuring commercial assumptions, manufacturing strategy, and capacity plans are tightly aligned.

• Partners with Finance to ensure leadership decisions are supported by clear economic logic and value realization expectations.

Cross Functional Alignment and Orchestration

• Leads and orchestrates cross‑functional stakeholders across TechOps, Network Strategy, R&D, Commercial, Supply Chain, Quality, Regulatory, Finance, Procurement, and BD.

• Drives alignment and resolves conflicts across competing priorities, operating effectively without direct authority.

• Ensures execution ownership and decision rights are clear following governance outcomes.

Executive Governance & Communication

• Develops and presents decision‑ready recommendations to senior governance bodies including GLT members, NRB, ORB, IBP, and other executive forums.

• Distills complex technical, regulatory, manufacturing, and financial information into clear executive narratives.

• Acts as a trusted strategic advisor to senior leaders on product‑level strategy matters.

Product Lifecycle and Portfolio Strategy

• Leads end‑to‑end product lifecycle management, including development, launch, growth, optimization, and end‑of‑life decisions.

• Ensures portfolio strategy balances near‑term performance with long‑term enterprise value creation.

Owns product‑level inputs into Long‑Range Planning (LRP)

• Converts commercial forecasts, Business Development intent, and lifecycle scenarios into clear demand, volume, timing, and risk assumptions

• Ensures assumptions are internally consistent and defensible across functions

• Acts as the single source of truth for product demand logic in planning cycles

• Integrates LRP and capacity decisions into product lifecycle strategy

• Shapes capacity and network strategy decisions through influence, not ownership

Ways of Working & Strategy Maturity

• Continuously improves Product Strategy ways of working, tools, and governance interfaces across Product Strategy, Network Strategy, IPTs, and Operations.

• Establishes clarity on accountability, decision rights, and handoffs to improve speed and quality of execution.

• Contributes to the maturation of product strategy capability across the organization.

Skills & Experience:

• BS or BA in science and/or engineering (biotechnology, biology, chemistry, pharmacy, engineering or a related sciences).

• Master or advanced degree (sciences or business) preferred.

• 15+ years of experience across manufacturing operations, product strategy, supply chain, or lifecycle management within a regulated pharmaceutical or biotech environment.

• Demonstrated experience integrating commercial, R&D, and manufacturing strategies at enterprise scale.

• Proven experience influencing and presenting to senior executive and C-suite stakeholders.

• Strong background in portfolio strategy, lifecycle optimization, and investment decision‑making.

• Experience operating effectively across global, matrixed organizations

• Capability to work in a global environment across time-zones which may require meeting times outside of a normal business hours.

Up to 10% domestic and international