About the job
Objective of the Position:
The Director of Planning and Strategy is the technical body responsible for ensuring that the institutional strategic agenda is executed with discipline, sustainability, and measurable results. This role does not define the strategy but ensures rigorous methodological transformation, organizational balance, and institutional coherence.
This position serves as:
- The architect of the strategic portfolio management system.
- The guardian of operational discipline across the organization.
- The manager of the balance between strategic ambition and actual execution capacity.
- The technical instance that elevates prioritization or deprioritization recommendations to the Rectorate when there are risks of overload or financial impact.
Responsibilities:
1. Governance and Architecture of the Strategic System
- Design, implement, and update the institutional strategic portfolio management system.
- Establish mandatory methodological standards for the formulation, evaluation, monitoring, and closure of strategic initiatives.
- Institutionalize mechanisms for prioritization, control, and technical review.
- Ensure coherence across projects, resources, and strategic objectives.
2. Strategic Portfolio Management
- Consolidate and monitor the institutional portfolio of strategic initiatives.
- Evaluate organizational load, financial risks, and actual execution capacity.
- Issue technical recommendations for prioritization, deprioritization, pauses, or adjustments to the Rectorate.
- Ensure balance between strategic ambition and operational viability.
3. Operational Discipline and Monitoring
- Establish performance indicators for the portfolio.
- Monitor average compliance, aggregated budget variance, and organizational saturation level.
- Request mandatory reviews when significant deviations are detected.
- Implement early warning systems for strategic or financial risks.
4. Technical Support to Senior Management
- Provide technical analyses for strategic decision-making.
- Present consolidated executive reports to the Rectorate and governing bodies.
- Ensure that strategic decisions are based on evidence and actual institutional capacity.
5. Institutional Development and Sustainability of the Model
- Lead the specialized team in portfolio management, processes, and institutional measurement.
- Strengthen internal capacities in planning, execution, and measurement.
- Institutionalize the execution model to rely on clear, stable, and sustainable rules rather than personal pressure.

