Director Go to Market Operations

Be part of an iconic story.

TOMMY HILFIGER is one of the world’s most recognized global lifestyle brands, confidently welcoming and inspiring consumers since 1985. Originally established in New York City and infused with the vibrant spirit of Americana, to create the modern uniform of accessible luxury. The TOMMY HILFIGER brands consist of TOMMY HILFIGER and TOMMY JEANS, complemented by a range of licensed product categories that extend the brand lifestyle across generations, geographies, activities and occasions. Tommy Hilfiger’s global marketing approach and communications strategy taps into culture through the world of F.A.M.E.S.: the people, organizations and ideas boldly driving the future of Fashion, Art, Music, Entertainment and Sport. Major global campaigns, sponsorship platforms, and disruptive activations with world-class athletes, musicians and entertainers bring a constant source of energy and inspiration to the brand. Immerse yourself in TOMMY HILFIGER here! ( YouTube , Instagram , TikTok )

• About the team
• The Go-To-Market team enables consistent, effective and scalable execution of the end-to-end Go-To-Market process. The team defines and maintains the operating model, governance, standards, milestones, decision rights, playbooks and enabling capabilities that help cross-functional teams align priorities, make timely decisions and bring products and initiatives to market effectively.

Working closely with Product, Marketing, Consumer Brand Experience, Sales, Operations, Finance, Merchandise Planning and other cross-functional partners, the team creates clarity and accountability across the Go-To-Market lifecycle and continuously strengthens how the organization plans and executes.

The Go-To-Market process is the backbone of how the Tommy Hilfiger brand delivers the very best products from concept to consumer. Through their leadership, the Director ensures this process builds compelling collections that meet consumer needs, delivers positive employee experiences for a broad group of team members, and that we move closer to consumers.

• About the job
• As Director, Go-To-Market Operations, you lead the Go-To-Market function and own the vision, operating model, governance and continued evolution of the organization’s end-to-end Go-To-Market process.

You translate business priorities into departmental plans, portfolio priorities, decision rights, performance measures and scalable ways of working. You lead delivery through managers and GTM professionals and are accountable for the team’s performance, capability, resources and sustainable delivery.

The role balances enterprise consistency with the flexibility required across different businesses, products and initiatives. You create clarity across complex cross-functional dependencies, shape and sponsor the GTM change agenda, and ensure that decisions are made by the appropriate owners at the right time.

The role reports to the VP, Product Strategy & Operations and partners closely with senior functional leaders across the organization.

• Key responsibilities
• Including, but not limited to:

• •Define the Go-To-Market vision, functional strategy and multi-year roadmap, ensuring the GTM operating model remains aligned with business priorities and supports effective cross-functional execution.
• •Lead transformation of our Go-To-Market process for the Product organization from creative brief to market launch, moving the organization toward a more effective and efficient future state model.
• •Translate strategy into departmental objectives, operating plans, performance measures and clear accountabilities, ensuring the GTM team delivers agreed outcomes and continuously improves the effectiveness of the end-to-end process.
• •Own and evolve the GTM operating model, including its principles, phases, milestones, governance, standards, decision rights, escalation paths, operating cadence, playbooks and knowledge assets.
• •Lead delivery through managers and GTM professionals by setting direction, delegating accountability and decision-making at the appropriate level, and holding leaders and team members accountable for agreed outcomes.
• •Establish effective cross-functional planning and governance forums that create visibility of milestone readiness, decisions, dependencies, risks and ownership, ensuring issues are resolved or escalated to the appropriate decision owner.
• •Set priorities across the GTM portfolio and manage the function’s resources and allocated resources within delegated authority; make or recommend decisions to accelerate, sequence, defer, reduce in scope or stop work based on business value, urgency, risk, dependencies and available capacity.
• •Establish and develop strong communications tools for all stakeholders to ensure clarity of accountability, deliverables, and timelines.
• •Build trusted relationships with senior cross-functional stakeholders, constructively challenge assumptions and requests, clarify business and delivery implications, and align realistic scope, sequencing, ownership and timing.
• •Define GTM success measures and ensure reliable management information is available; use data, stakeholder feedback and business outcomes to assess performance and maturity, identify systemic issues and redirect attention or resources.
• •Sponsor continuous improvement across process, data, enabling technology, organizational design and ways of working, ensuring proposed solutions are scalable, practical and deliver measurable value.
• •Shape and sponsor the GTM change agenda, ensuring managers and cross-functional partners translate changes into coherent plans, communication, capability building and sustained adoption.
• •Create the conditions for sustainable delivery by aligning commitments with available capability and capacity, addressing structural resource or skill gaps and preventing unnecessary churn or unresolved pressure from cascading through the organization.
• •Build organizational capability through workforce planning, recruitment, performance management, coaching and succession; foster an inclusive culture of accountability, collaboration, learning and continuous improvement.

The ideal candidate

• •12+ years of progressive experience in Go-To-Market, strategy and operations, program management, business operations, organizational effectiveness or a related field, preferably within fast-moving consumer goods (FMCG), apparel and/or footwear, including substantial experience leading managers and senior professionals.
• •Bachelor’s degree, or the equivalent in relevant experience, required; a Master’s degree or relevant professional certification in business, operations, strategy, program management or a related discipline is preferred.
• •Proven experience defining, implementing and evolving an organization-wide operating model or complex cross-functional business process, including governance, standards, decision rights and operating cadence.
• •Strong understanding of the end-to-end Go-To-Market lifecycle and the organizational dependencies required to coordinate priorities, decisions, milestones and execution across functions.
• •Demonstrated ability to translate business strategy into departmental plans, portfolio priorities, resource choices, performance measures and measurable outcomes.
• •Experience shaping and sponsoring significant organizational change, building leadership and team capability, and sustaining adoption of new processes, standards and ways of working.
• •Strong executive communication and influencing capability, with the ability to simplify complex topics, constructively challenge assumptions, negotiate trade-offs and secure alignment without relying solely on direct authority.
• •Strong analytical and systems-thinking capability, with experience using data, process insight and fit-for-purpose technology to identify root causes and develop scalable solutions across process, organizational and resource dimensions.
• •Demonstrates sound judgment in complex