• A living AI strategy, revisited on a defined cadence, that product and technology leaders treat as their prioritization input rather than a document they nod at once a year
• Funding and resourcing decisions for AI initiatives traceable back to a stated strategic rationale, not made ad hoc
• Demonstrated ability to shift the roadmap in response to a new signal — a competitor move, a regulatory shift, a cost curve change — inside a single planning cycle, not a fiscal year
• Product and technology leaders describe the strategy function as a partner that removes ambiguity, not one that adds a layer of review

Pillar 2 — Environmental Scanning & Competitive Intelligence

Own the firm's outward-facing view of the AI landscape: what's changing in the industry, what competitors are doing, and what it means for us before it becomes obvious to everyone else. This pillar turns that scanning into decisions — gaining alignment across the firm on build-versus-buy calls, pricing and monetization approaches for AI-enabled offerings, and the operating model under which we deploy AI capability.

• A standing view of the competitive and industry landscape that decision-makers actually use when a build-vs-buy or vendor question comes up
• Build-versus-buy positions documented, defensible, and revisited as the market shifts underneath them
• A pricing and monetization point of view for AI-enabled products that finance, product, and business leaders are aligned behind
• A clearly articulated AI deployment operating model — how capability gets built, governed, and rolled out — that the organization can point to instead of relitigating each time

Pillar 3 — Enterprise AI Portfolio Leadership

Act as Portfolio Lead for the enterprise AI program: the person accountable for making sure the firm actually executes on the strategy this role sets. That means working continuously with key leads across business, product, technology, risk, and legal — not as a status-collector, but as the person who surfaces where execution is at risk, resolves the cross-functional tradeoffs that block progress, and keeps the program moving toward business outcomes rather than activity.

• The enterprise AI portfolio has a single, credible view of status, risk, and dependencies that business, product, technology, risk, and legal leaders all recognize as accurate
• Cross-functional blockers get resolved in days, not quarters, because this role owns getting the right people aligned fast
• Business outcomes tied to the enterprise AI portfolio — not just delivery milestones — are tracked and reported on a cadence leadership trusts
• Risk and legal are engaged as design partners early in the roadmap, not as a late-stage gate

Cross-cutting: Alignment and organizational speed

Underneath all three pillars is the thing this role is actually hired for: the ability to gain alignment across constituencies and to do it fast. Strategy, competitive intelligence, and portfolio execution all depend on the same muscle — building a case, bringing skeptical stakeholders along, and making a call when consensus won't fully form. This role is accountable for exercising that muscle daily, in the room, not just in the strategy document.

This role carries outcomes on three scoreboards. Each matters; none alone is sufficient.

For our product and technology partners. Strategic direction that arrives early enough and clearly enough to shape the roadmap, not react to it. Prioritization and funding calls that hold up under scrutiny because they were tied to strategy from the start. Fewer AI initiatives stalled or reworked because of ambiguity this role should have resolved upstream.

For the firm's business outcomes. Build-versus-buy, pricing and monetization, and operating-model decisions that are made once, documented, and don't need to be relitigated every quarter. A competitive posture that reflects where the industry is actually heading, not where it was when the strategy was last updated. An enterprise AI portfolio that converts strategic intent into measurable business outcomes on a predictable cadence.

For executive leadership and cross-functional partners. Business, product, technology, risk, and legal leaders who experience this role as the reason things move, not the reason they wait. A program status leadership can trust without a second read. Watch-items — competitive shifts, regulatory direction, vendor and platform risk, execution risk inside the program — surfaced early and reported on a cadence leadership relies on.

This is a business-seat role within the firm’s transformation office. We are weighting judgment, alignment, and speed of execution technical depth.

• Demonstrated experience owning AI strategy from a business seat, including translating strategic direction into funding and prioritization decisions that a product and technology organization actually executed against
• A track record of gaining alignment across business, product, technology, risk, and legal stakeholders who did not start out aligned — and doing it on a timeline the business needed, not the timeline that was comfortable
• Fluency in the commercial and competitive dimensions of AI: build-versus-buy tradeoffs, pricing and monetization models for AI-enabled products, and the operating models firms use to deploy AI at scale
• Experience running environmental scanning and competitive intelligence as a decision-making input, not a reporting exercise — you can point to calls that changed because of what you surfaced
• Direct experience as a program or initiative lead for cross-functional, multi-stakeholder efforts, comfortable being the accountable owner when no single function can drive outcomes alone
• A demonstrated balance of strategic agility and operational excellence — equally credible setting direction and getting into the operational detail required to make that direction real
• Industry chops: enough firsthand exposure to how AI is actually being built, bought, priced, and deployed across the industry to have an informed, current point of view — not a secondhand one
• The ability to move fast across many aspects of the work simultaneously, without needing the organization to slow down and wait for sequential handoffs
• BA/BS required; MBA or equivalent advanced degree a plus.

You will be a fit for this role if the prospect of owning the connective tissue between AI strategy and AI execution — and being the person the firm counts on to gain alignment and make it move — is more interesting than owning one piece of the AI stack in isolation.

$178,293.00 - $297,155.00

Actual base salary varies based on factors, including but not limited to, relevant skill, prior experience, education, base salary of internal peers, demonstrated performance, and geographic location. Additionally, LPL Total Rewards package is highly competitive, designed to support your success at work, at home, and at play – such as 401K matching, health benefits, employee stock options, paid time off, volunteer time off, and more. Your recruiter will be happy to discuss all that LPL has to offer!

LPL Financial Holdings Inc. (Nasdaq: LPLA) is among the fastest growing wealth management firms in the U.S. As a leader in the financial advisor-mediated marketplace(6) , LPL supports over 32,000 financial advisors and the wealth management practices of approximately 1,100 financial institutions, servicing and custodying approximately $2.3 trillion in brokerage and advisory assets on behalf of approximately 8 million Americans. The firm provides a wide range of advisor affiliation models, investment solutions, fintech tools and practice management services, ensuring that advisors and institutions have the flexibility to choose the business model, services, and technology resources they need to run thriving businesses. For further information about LPL, please visit www.lpl.com.

At LPL, independence means that advisors and institution leaders have the freedom they deserve to choose the business model, services, and technology resources that allow them to run a thriving business. They have the flexibility to do business their way. And they have the freedom to manage their client relationships, because they know their clients best. Simply put, we take care of our advisors and institutions, so they can take care of their clients.

For further information about LPL, please visit www.lpl.com .

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