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Job Function:

Project/Program Management Group

Job Sub Function:

Project/Program Management

Job Category:

Professional

All Job Posting Locations:

Beijing, China, Shanghai, China

Job Description:

Title:                  Director, China Project Team Leader (PTL)

Organization:　　Global Development

JOB SUMMARY:

The China/Japan Project Team Leader (PTL) is a senior cross-functional R&D leader accountable for actively shaping and executing global asset development strategies through robust integration of Japan and China insights.

The PTL serves as country counterpart to CDTL and R&D’s empowered country-level leader , ensuring cross-functional Japan and China considerations are systematically embedded in global decision-making, governance milestones, and delivery plans, additionally to being accountable for project delivery. This role requires strategic leadership, enterprise mindset, advanced stakeholder influence, and a strong track record of execution to commensurate with the increasing complexity, scale of execution, and criticality of projects in the APAC region.

KEY RESPONSIBILITIES:

Strategic Business & R&D Leadership

• Lead country-level cross-functional Project Teams as an extension of the CDT, ensuring Japan and China function as integral contributors to global strategy, not only downstream executors.
• Ensure “one local voice” incl. local R&D and commercial alignment to provide input into global CDTs on project strategies for China and Japan. 
• Generate, synthesize, and proactively position high-quality Japan/China insights (regulatory, clinical, operational, portfolio, and commercial interface)
• Partner with the CDT and R&D in China/Japan and commercial to translate global strategy into robust, scenario-based country delivery strategies and enable in addition commercial success in China and Japan, explicitly addressing risk, feasibility, and value trade-offs. Ensure disciplined execution of country plans, with timely escalation of strategic, resourcing, and risk issues to the CDT and governance forums. Lead critical project issue resolution arising in R&D China or Japan in alignment with local or regional commercial and global CDTs.
• Maintain clear ownership of country-level R&D governance inputs, ensuring decision traceability and strategic coherence.

CDT & Enterprise Stakeholder Integration

• Serve as an important R&D country representative within the CDT, participating as a topic-driven contributor and extended CDT member,
• Act as a strategic interface and accountable for execution among:
  • CDTL, PDL, PML, RPM, CPM
  • Country R&D functions
  • Country non-R&D stakeholders (MAF, NPP, MA, BU)

Project Team Leadership & Culture

• Foster a “one team” mindset across country Project Teams aligned to global and local priorities, accountability, and performance standards;
• Provide senior cross-functional leadership, particularly in complex decision-making, conflict resolution, and strategic trade-offs;
• Build teams with the right mindset, practices, and learning orientation, balancing rigor with agility and avoiding over-reliance on process for coordination;
• Continuously improve team effectiveness, insight generation, and strategic contribution to the CDT.

Governance, Communication & External Representation

• Ensure fit-for-purpose, decision-oriented documentation, including:
  • Strategic insight briefs
  • Provide locally aligned input into the GFLS and ADP for China and Japan
  • Decision logs linked to global governance milestones
  • Clear communication records aligned with CDT and commercial decisions
• Represent R&D externally as appropriate, including scientific forums, health authority interactions, and key stakeholder engagements, consistent with asset strategy and governance expectations.
• Ensure consistent and aligned R&D messaging across country, regional, and global stakeholders
• Providing TA-level expertise, acting as the primary point of contact for TA stakeholders, and coaching junior Project Team Leaders (For TA lead only)

REQUIREMENTS:

Describe the requirements for the position. Include any degrees, certifications, language, or computer skills etc. which are required and/or desirable.

Experience/Knowledge

• At least 8 years in drug development including 3 years in leading cross-functional matrix teams within a global R&D organization;
• Thorough knowledge of global drug development and registration with deep understanding of pharmaceutical portfolio risk management;
• In depth know-how of China and/or Japan local practice, policy and regulation; and insight into what is required to be successful in the market also from commercial objectives;
• Strong track records in delivering as part of a cross-functional project team;  
• Direct or matrixed people management experience preferred.

Skills/Capabilities

• Accountable, self-motivated, adaptable, and open-minded, with a strong can-do attitude;
• Strong analytical and problem-solving skills, with the ability to synthesize complex information and make sound judgments;
• Thrives in ambiguity, makes informed decisions under uncertainty, and takes ownership to drive results;
• Strategic thinker with strong business acumen and an enterprise mindset;
• Proven ability to collaborate, influence, and lead across teams in a matrix environment;
• Excellent stakeholder management, communication, negotiation, and project management skills;
• Demonstrates cultural agility and effectively navigates complex organizational environments;
• Combines strategic vision with execution excellence to drive change and deliver impact;
• Fluent in written and spoken English and Chinese/Japanese.

Qualification/Certificate

• A scientific background with an advanced degree in relevant disciplines (e.g., medical, pharm, regulatory, quantitative sciences, business etc.);
• MD/PhD/PharmD/MBA strongly preferred.

REPORTING RELATIONSHIPS:

• Report to PTL Country Head
• Direct Reports: N.A.

 

 

Required Skills:

 

 

Preferred Skills:

Agile Decision Making, Agility Jumps, Analytics Insights, Budget Management, Business Behavior, Business Savvy, Continuous Improvement, Leadership, Organizational Project Management, Program Management, Project Management Methodology (PMM), Project Management Office (PMO), Project Management Tools, Project Reporting, Statement of Work (SOW), Tactical Planning, Technical Credibility