Portfolio Operations Manager

The Position

From the beginning, Genentech has been a team of highly dedicated, passionate individuals. We are a place where people are united around a single purpose and an ambitious vision. Together, we aspire to deliver ever better health outcomes for patients while lowering overall healthcare costs. Our goal is to compel the customer to act on behalf of their patients while showing great commitment to the rare disease community, whose support is key. Utilizing innovative methods to identify patients who may benefit from treatment, we must take a highly strategic approach to patient access while assisting patients and their caregivers to navigate the healthcare system.

• •Maintain the integrated CE enterprise portfolio across initiatives, launches, RBO work, and field-partner commitments.
• •Translate CE strategy and leadership priorities into a prioritized portfolio roadmap.
• •Create visibility to timing, sequencing, interdependencies, and major portfolio milestones.
• •Identify duplication, overlap, and opportunities to combine or simplify work across the portfolio.
• •Ensure portfolio views are current, decision-oriented, and useful to CE Leadership and operating teams.

• •Own the intake and evaluation process for proposed enterprise work.
• •Establish clear criteria for strategic alignment, impact, urgency, effort, capacity, and enterprise value.
• •Facilitate prioritization discussions and develop recommendations when demand exceeds available capacity.
• •Ensure new work has a clear sponsor, problem statement, intended outcome, and required decision before entering the portfolio.
• •Route approved work to the appropriate Enterprise Operations manager, lead, or enabling team for execution.

• •Manage the portfolio governance cadence and prepare decision materials for CE Leadership and CELT as needed.
• •Create transparent decision logs, escalation paths, and follow-through on portfolio choices.
• •Provide concise synthesis of what is changing, why it matters, and what decisions or tradeoffs are required.
• •Ensure governance focuses on material decisions, risks, and dependencies rather than routine status reporting.
• •Partner with initiative and launch teams to maintain accurate portfolio status and milestone visibility.

• •Maintain an integrated view of enterprise capacity, demand, major dependencies, and resource constraints.
• •Develop capacity, sequencing, and tradeoff recommendations across competing priorities.
• •Integrate RBO work into the broader CE portfolio view so Regional and HED-supported commitments are visible and prioritized.
• •Surface cross-portfolio risks and constraints early enough to enable leadership action.
• •Partner with Enterprise Initiatives and Launch Operations to resolve conflicts and coordinate shared resources.

• •Lead, coach, and develop Enterprise Operations Leads assigned to portfolio and RBO work.
• •Set standards for portfolio data quality, governance materials, decision support, and milestone tracking.
• •Allocate team capacity to the highest-priority portfolio needs and time-sensitive decisions.
• •Build strong portfolio management capabilities, tools, and ways of working across the team.
• •Contribute to common Enterprise Operations standards, talent practices, and continuous improvement.

• •Prioritized CE enterprise portfolio roadmap
• •Enterprise intake and evaluation process
• •Portfolio governance calendar and decision materials
• •Capacity, sequencing, and tradeoff recommendations
• •Integrated dependency, risk, and milestone view
• •RBO portfolio and commitment visibility
• •Executive portfolio dashboards and outcome reviews
• •Portfolio standards, templates, and decision logs

• •Enterprise thinker who prioritizes the whole over individual workstreams
• •Strong judgment on value, urgency, effort, and tradeoffs
• •Able to turn complexity into transparent portfolio choices
• •Analytical and comfortable synthesizing imperfect information
• •Strong facilitator of senior-level prioritization and decision discussions
• •Skilled at influencing without formal authority
• •Disciplined about governance without creating unnecessary bureaucracy
• •Proactive in identifying capacity constraints, dependencies, and duplication
• •Strong communication and executive synthesis capabilities
• •Collaborative people leader and developer of talent
• •Strong drive for results with an enterprise and customer mindset