Investment Governance Lead - Windows Consumer Category

Strategic Investment Portfolio, Allocation, and Forecasting 

Own the worldwide Windows Consumer investment strategy and portfolio from allocation through quarterly landing, performance measurement, and reallocation. 

• Set strategic allocations across investments directing funding to the markets, partners, price bands, audiences, and sales motions with the strongest incremental Windows unit and share opportunity. 

• Develop and track ecosystem investment commitments from OEMs, retailers, and silicon partners, creating an integrated view of Microsoft and partner funding, timing, execution milestones, and expected outcomes. 

• Use share and volume scenarios, competitive signals, ROI evidence, partner leverage, and execution readiness to recommend initial allocations and in-year reallocations. 

• Manage the end-to-end Windows Consumer investment portfolio across investments, maintaining financial models, outlooks, trackers, and CFO forecast-cycle inputs, with a target of plus or minus 2 percent spend variance where applicable. 

• Maintain one trusted view of commitments, actuals, risks, opportunities, and remaining capacity by region, partner, program, and strategic priority. 

• Build scenarios that make tradeoffs explicit and give leaders early visibility to under-spend, over-spend, timing risk, and unproductive allocation. 

Performance Insights, Signal Integration, and Decision Intelligence 

• Build the performance-insights layer for investment governance by connecting sell-through, market share, ASP, mix, inventory, promotional execution, campaign timing, and partner investment signals to allocation decisions. 

• Translate weekly and monthly performance trends into decision-ready insights for governance reviews, identifying where investment is working, where ROI is lagging, and where additional or reallocated funding could change trajectory. 

• Partner with Performance and Market Insights, Finance, regional Windows category leads, OEM account teams, and partner-marketing teams to define scorecards that measure investment impact consistently across regions, partners, price bands, device archetypes, and sales motions. 

• Create a post-investment learning loop that captures what worked, what did not, and why, then feeds those insights into the next allocation cycle, quarterly growth-plan landing, and executive tradeoff decisions. 

Investment Governance and Controls 

Create governance that is rigorous enough to protect the business and simple enough to enable it. 

• Define and run intake, approval, funding, authority, forecasting, and exception workflows in partnership with Corporate and Regional Finance. 

• Establish clear decision rights, control points, documentation standards, and audit-ready records across the investment lifecycle. 

• Ensure every material investment has a clear strategic purpose, accountable owner, expected outcome, measurement approach, and post-investment review. 

• Surface control gaps and unresolved exceptions promptly, with practical remediation plans and clear escalation paths. 

Planning, Allocation, and Cascades 

Translate strategy into executable investment plans for worldwide and regional teams. 

• Lead biannual RMI cascades across worldwide and regional organizations, including financial modeling, allocation scenarios, timelines, workback schedules, and field guidance. 

• Own the quarterly landing of FY27 Growth Plan investments, translating approved funding into executable regional and partner plans with clear milestones, spend profiles, dependencies, and accountable owners. 

• Connect allocations to Windows Consumer share, volume, conversion, quality, and strategic partner priorities rather than historical entitlement. 

• Manage field investment asks through a transparent intake and prioritization process, requiring each ask to define the business problem, funding need, timing, expected outcome, and bridge to incremental units and share targets. 

• Coordinate dependencies across Planning, GTM Execution, Performance and Insights, Finance, and regional teams to ensure funding is ready when execution requires it. 

Performance, ROI, and Reallocation 

Turn investment reporting into active portfolio management. 

• Partner with Finance and Performance and Market Insights to establish investment scorecards and a recurring review cadence for ROI, execution quality, and strategic impact. 

• Maintain a quarterly investment-to-outcome bridge that shows how committed and proposed FY27 Growth Plan investments contribute to unit and share targets; surface gaps early and recommend corrective actions or reallocations. 

• Identify investments that should be accelerated, corrected, stopped, or reallocated and present decision-ready recommendations to leadership. 

• Track approved reallocations through execution and confirm that released funds reach the highest-impact opportunities. 

Field Enablement and Service Excellence 

Make the operating model clear and usable for the teams responsible for landing investment. 

• Publish timely spend guidance, program letters, templates, calendars, and decision FAQs for regional and partner-facing teams. 

• Deliver financial training, office hours, and issue-resolution mechanisms that improve first-time quality and reduce avoidable churn. 

• Translate complex policy and finance requirements into practical guidance while maintaining consistent controls across markets. 

Process Resilience and Continuous Improvement 

Build a durable investment system that does not depend on tribal knowledge. 

• Document end-to-end processes, roles, controls, escalation paths, and transition plans; maintain effective backup and business continuity coverage. 

• Automate recurring data collection, reconciliation, reporting, and workflow steps to increase accuracy and free capacity for higher-value analysis. 

• Use cycle-time, forecast-accuracy, exception, and adoption metrics to continuously simplify and strengthen investment operations. 

• Master's Degree in Business Administration, Business, Marketing, Communications, Economics, Public Relations, or related field AND 8+ years category management, product management, marketing strategy, business planning, product planning, or related work experience OR Bachelor's Degree in Business, Marketing, Communications, Economics, Public Relations, Engineering, or related field AND 12+ years category management, product management, marketing strategy, business planning, product planning, or related work experience OR equivalent experience.
• 6+ years experience managing and expanding a category and attaining sales and profitability target within a complex (e.g., multinational or matrixed) organization OR equivalent experience.
• Experience managing complex budgets, investments, forecasts, or financial operations across multiple stakeholders or geographies.
• Demonstrated ability to build governance, controls, and operating processes that improve accuracy without slowing execution.
• Proficient analytical and financial modeling skills, with the ability to translate detail into executive decisions and tradeoffs.
• Ability to synthesize performance, market, partner, and financial signals into clear investment recommendations, executive tradeoffs, and action plans.
• Proven cross-functional influence with Finance, business leaders, regional teams, and program owners. 
• Experience in a global consumer technology or partner ecosystem spanning OEM, silicon, retail, and regional field teams.
• Experience designing allocation models, measuring investment ROI, and driving in-year resource reallocation.
• Experience building performance scorecards, ROI readouts, and post-investment learning loops that connect investment decisions to sell-through, share, ASP, mix, and execution outcomes.
• Experience structuring and managing ecosystem co-investment with OEMs, retailers, silicon partners, or other strategic partners.
• Experience simplifying and automating financial workflows, reporting, and controls.