Senior Director, Capabilities

Senior Director, Capabilities leads the enterprise capability agenda - the capabilities that every associate must have for The Coca-Cola Company (TCCC) to deliver its growth ambition. While the capabilities will evolve over time, the current focus is two priority capabilities: End-to-End Execution Excellence and Change Management. This role reports to the Vice President, People Intelligence, Planning and Capabilities, and directly manages a team of two, with indirect responsibility for project team members across global P&C and other functions. The role is a player-coach: it sets the enterprise capability standard and governance, co-leads the highest-priority capability builds, and grows the capability of the team and the wider practitioner network to deliver consistently at scale across the Company and the System.

Key Responsibilities

Enterprise Capability Strategy and Portfolio Leadership

• Lead the enterprise capability portfolio, setting the strategic direction, outcomes, roadmap, governance, and resource model for building a select set of priority capabilities.

• Collect feedback and data from HR, business, and capability leads to continuously assess capability adoption and future needs

• Lead the portfolio through a multi-year lifecycle: define the standard, mobilize capability building globally, monitor adoption and impact, establish the long-term operating model, and redeploy resources to the next capability gap as LRP needs evolve.

Enterprise Capability Ownership

• Define the standards and expectations required in the priority capability areas.

• Assess the current state capability level and identify the biggest opportunities worth investment

• Develop and implement a three-year global roadmap and actionable capability development plan
• Define measures of capability growth, adoption, and business impact; track progress against baseline and redirect investment to the roles, functions, and markets with the greatest business impact.
• Own the outcome, not just the design, evaluating whether capability is applied in the work and holds over time, and removing barriers to adoption.

Global Stakeholder Alignment and Mobilization

• Establish and lead cross-functional enterprise teams needed to build each capability.

• Partner closely with the Digital Capability and Workforce Modernization leader to align priority capability builds with digital and workforce modernization needs, coordinate roadmaps, shared resources, and measures, and ensure associates experience one integrated capability agenda.

• Build alignment with global P&C leadership, Operating Unit and functional HR leaders, senior business sponsors, and enterprise governance forums on the capability standards, investment priorities, decision rights, and expected outcomes.

• Navigate competing enterprise, business, geographic, and function needs; surface tradeoffs and secure timely decisions without diluting the enterprise capability standard, standardizing what must be common while enabling local adaptation where it adds value.

• Provide governance for enterprise capability resources based in Operating Units, ensuring OU-specific capability agendas align to the enterprise plan and standards, and that these individuals are deployed to help execute enterprise capability priorities as needed.

Team and Delivery Leadership

• Lead and develop a team of two Senior Directors, setting clear accountabilities while deploying talent flexibly across the capability portfolio.

• Act as a player-coach by personally co-leading a critical enterprise capability build while maintaining oversight of the broader portfolio.

• Build strong capability-building, enterprise standard-setting, stakeholder management, and mobilization capability across the team and the wider practitioner network, so the enterprise builds capability once and reuses it.

• Manage wider-impact programs, external partners, budgets, and resources that span functions, Operating Units, and the System.

Candidate Profile

• Enterprise-minded and commercially grounded, connecting capability building directly to growth, execution speed, and measurable business outcomes.

• Comfortable operating in ambiguity, framing complex problems, setting enterprise standards, making choices, and redirecting capability investment as evidence and business needs evolve.

• A builder of organizational capability who grows the ability of others through applied work in live priorities, common standards, and embedded routines, and who scales delivery through a federated network of practitioners.

• Collaborative and influential across functions, geographies, and levels, including with senior business and HR stakeholders and the Digital organization.

• Strong executive communication, facilitation, decision support, vendor management, and change mobilization capability.

• Combines deep capability and talent expertise with a product mindset focused on priority populations, value, adoption, and continuous improvement.

• Demonstrates inclusive leadership, sound judgment, learning agility, and a bias for practical action.

Experience and Background

• Bachelor's degree in Human Resources, Business, Organizational Psychology, Organizational Development, or a related field, or equivalent relevant experience; advanced degree preferred.

• Typically 10 or more years of progressively responsible experience in capability building, talent and development, organization transformation, execution excellence, change, or a related field, including enterprise or global scope.

• Demonstrated experience setting enterprise capability strategy and standards and leading complex, multi-year initiatives across functions, geographies, and stakeholder groups.

• Track record of building organizational capability through applied work (live priorities, leader practice, and embedded routines) and scaling it through a team and a wider practitioner network.

• Experience leading and developing senior talent (Senior Director and Director level) and mobilizing delivery across a matrixed, global, or federated organization without relying on direct authority.

• Final years-of-experience requirement will be confirmed after job family and Human Resources job-profile selection through the job evaluation process.