Senior Director, Personal Systems Strategy and Planning

Senior Director, Personal Systems Strategy and Planning Description - Role Overview It is an exciting time to join the Strategy and Planning team within HP’s Personal Systems group, a $37B business within an innovative Fortune 100 company. The strategy team sets and aligns the strategic agenda for the Personal Systems (PS) business, collaborating with executives across business divisions to transform insights into strategic actions that yield tangible outcomes. The Strategy and Planning Sr. Director will lead the high-impact strategy and competitive intelligence teams, with a focus on AI strategy, accelerating business growth, external innovation perspectives and strategy capability building. This leader will also oversee the competitive intelligence function, shape future intelligence capabilities and translate market and competitive insights into operational actions. The role requires a senior strategy leader who can operate at the intersection of AI, portfolio strategy, market dynamics, product innovation, competitive intelligence and executive decision-making. Success will require clear points of view, scalable planning resources, strong stakeholder influence and measurable follow-through from strategy formation to execution. This leader will help define the long-term strategic direction of Personal Systems by shaping competitive positioning, growth opportunities, investment priorities, and the choices that determine where HP competes and how it wins. Key Responsibilities · 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