Executive Director, Technology Strategy & Value Management

Labcorp is a global leader in laboratory services, providing the insights and answers that help healthcare providers, patients, researchers, pharmaceutical companies and health systems make confident decisions and improve outcomes. Through our unparalleled science, data, technology and laboratory network, we advance diagnostics, accelerate innovation and help address some of the world’s most important health challenges. As we shape the future of healthcare, we are leveraging advanced technologies, intelligent digital solutions and data-driven innovation across our operations to enhance how work gets done and deliver greater value to customers and patients. With our global scale and deep expertise, you’ll have the opportunity to do meaningful work, grow your career and make a real impact on people’s health around the world. Together, we’re improving health and improving lives.

Labcorp is a global leader in diagnostic testing and drug development solutions, helping healthcare providers, researchers, and patients make informed decisions that advance care. Join us in our mission to improve health and improve lives.

Work Schedule

This is a full‑time, exempt (salaried) position assigned to a First Shift schedule, with standard business hours of Monday through Friday, 8:00 a.m. to 5:00 p.m. in your time zone. Business needs may occasionally require flexibility in work hours, including earlier, later, or additional hours, with reasonable notice provided when possible.

Applicants who live within 35 miles of either the Burlington, NC or Durham, NC location will follow a hybrid schedule. This schedule includes a minimum of three in-office days per week at an assigned location, either Burlington or Durham, supporting both collaboration and flexibility.

RESPONSIBILITIES

ENTERPRISE TECHNOLOGY STRATEGY & STRATEGIC PLANNING

• •Lead the enterprise technology strategy and strategic planning process, translating the CITO’s vision and enterprise business priorities into a cohesive, multi-year technology strategy, strategic roadmap, and investment agenda.
• •Establish the annual strategic framework and priorities for Technology, aligning strategic objectives, investment allocation, organizational capacity, and measurable business outcomes.
• •Lead strategy development and alignment across Technology leadership, ensuring business strategy, technology priorities, architecture direction, product and platform roadmaps, and investment decisions operate as an integrated system.
• •Connect strategy to execution by establishing clear accountability between strategic objectives, funded investments and value streams, executive ownership, and measurable outcomes.
• •Advise senior Technology and business leadership on strategic priorities, investment alternatives, enterprise trade-offs, emerging capabilities, and opportunities to accelerate business and technology transformation.

ENTERPRISE PORTFOLIO MANAGEMENT & GOVERNANCE

• •Establish and lead the Enterprise Portfolio Office (EPO), providing enterprise-wide governance and transparency across technology investments, products, platforms, strategic initiatives, capacity, dependencies, risks, and outcomes.
• •Own the enterprise portfolio planning lifecycle, including demand management, prioritization, investment planning, capacity allocation, portfolio optimization, and periodic re-planning.
• •Define and evolve portfolio governance for a product- and platform-based operating model, establishing outcome-based decision frameworks and investment guardrails that enable speed while maintaining appropriate enterprise oversight.
• •Lead executive portfolio and value reviews, providing senior leadership with actionable insight into portfolio performance, investment alignment, capacity, risks, dependencies, and opportunities to reallocate resources based on changing priorities and realized value.
• •Orchestrate portfolio decision-making for senior Technology and enterprise governance forums, ensuring major investment decisions and trade-offs are supported by clear business, financial, technology, and value considerations.

VALUE MANAGEMENT & BENEFITS REALIZATION

• •Establish and lead the Value Management Office (VMO) framework, methodology, and governance, shifting organizational focus from activity and delivery outputs toward measurable business outcomes and realized value.
• •Define the enterprise benefits-realization framework, establishing expected value for significant technology investments and measuring outcomes throughout and beyond the investment lifecycle.
• •Lead value engineering across the technology portfolio, challenging investment assumptions, scope, sequencing, and solution alternatives to improve return on investment, accelerate time-to-value, and maximize enterprise outcomes.
• •Partner with business, product, platform, and value-stream leaders to embed value management into strategic roadmaps, investment decisions, portfolio reviews, and ongoing funding decisions.
• •Own the enterprise technology business-case framework, establishing consistent standards for evaluating, comparing, approving, and measuring significant technology investments.

TECHNOLOGY BUSINESS MANAGEMENT & INVESTMENT ANALYTICS

• •Establish and lead the enterprise Technology Business Management (TBM) discipline, creating consistent financial and value frameworks that connect technology spending to services, products, platforms, value streams, business capabilities, and outcomes.
• •Establish technology economic models, including total cost of ownership, unit economics, cost-to-serve, build-versus-buy analysis, and other financial frameworks used to evaluate significant technology and platform investments.
• •Lead investment analytics and scenario modeling to inform portfolio prioritization, resource allocation, capital decisions, and executive trade-offs.
• •Partner with Finance and Technology leadership to integrate strategic planning, portfolio planning, financial planning, and investment allocation into a coordinated enterprise management process.
• •Drive financial transparency and accountability across the technology portfolio, providing senior leadership with credible visibility into technology investment, consumption, performance, and realized value.

OPERATING MODEL & VALUE STREAM TRANSFORMATION

• •Lead the design and continued evolution of the planning, portfolio, investment, and value-management disciplines required to transition from project-based delivery toward a product-, platform-, and value-stream-oriented operating model.
• •Establish value-stream planning and investment frameworks that connect business capabilities and outcomes with technology products, platforms, capacity, funding, and accountability.
• •Define outcome-based funding and value-management mechanisms that align persistent investment with measurable business outcomes, delivery performance, and efficiency expectations.
• •Partner with Technology and business leaders to evolve capacity models, governance, funding mechanisms, decision rights, and management practices required to sustain the target operating model at enterprise scale.
• •Identify and remove structural barriers that constrain organizational agility, investment flexibility, speed-to-value, and accountability for business outcomes.

ENTERPRISE ARCHITECTURE & TECHNOLOGY STRATEGY OVERSIGHT

• •Provide leadership oversight for Enterprise Architecture and Technology Strategy, ensuring long-term architectural direction is integrated with enterprise technology strategy, portfolio planning, modernization priorities, and investment decisions.
• •Establish mechanisms to translate business strategy, technology trends, and emerging capabilities into enterprise capability roadmaps and long-term technology direction.
• •Ensure architectural principles, standards, modernization priorities, and technology lifecycle considerations inform strategic planning and significant investment decisions.
• •Partner with Technology leaders to simplify the t