Vice President, GTM Strategy and Planning

Vice President, Strategy, Planning & Performance Tax, Audit & Accounting Professionals

The Opportunity Thomson Reuters is a content-driven AI and technology company, and Tax, Audit & Accounting Professionals is where that technology meets the professionals who most depend on getting things right. The segment serves accounting firms of every size, from sole practitioners to national firms, with the research, compliance and workflow software they run their practices on. It is a $1 billion+ business inside a multi-billion company, with more than 80% of recurring revenue, and it is in the middle of the most significant transition in its history: from established desktop and research products to an AI-enabled platform. CoCounsel, Ready to Review, Ready to Advise and Audit Intelligence are not pilots. They are revolutionary products with customers, revenue and real adoption. The segment has a strong strategy, capable commercial leaders and a durable recurring revenue base. What it does not yet have is the operating system that connects the three: the planning cycle, the goal architecture, the decision rights and the measurement layer through which a business of this scale decides what to do and then confirms that it happened.

What makes this role different

This is not a reporting function, a coordination layer, or a role that inherits an operating rhythm and maintains it. The successful candidate will design the system (the cadence, the metric dictionary, the authority model, the planning cycle) largely from a standing start, and then hold the segment to it. The role reports to the TAAP Chief Operating Officer with direct access to the segment President and the General Managers who run the business. If you have worked inside a mature commercial operating system and wanted the opportunity to build one, this is an unusually direct route to doing it, with a small, senior team, a business that needs it, and the proximity to making decisions quickly.

Job Description

The Vice President, Strategy, Planning & Performance owns TAAP's operating system: the mechanism that translates segment strategy into clear priorities, measurable OKRs, structured cadences and coordinated execution. The role is the Chief Operating Officer's principal partner on strategy translation and planning discipline and holds the segment's three-year go-to-market plan: the customer cohort model, cohort economics, the value proposition by cohort, and the choices about which workflows and customer groups TAAP pursues.

Finance partners on quantification. The Vice President empowers Sales, Customer Success delivery, Product delivery, pricing and other functions through a disciplined operating rhythm, decision rights that are documented and enforced, capability and coverage frameworks, and a metric layer that makes performance visible before it becomes a surprise. The role is organized in four sub-functions. Planning & Performance owns the operating cadence, the goal architecture and decision rights. Customer Strategy & Planning owns the three-year plan, the cohort model, competitive response and the multi-product motion. Field Readiness owns whether the segment's sellers can execute: capacity and coverage frameworks, certification coverage, workflow readiness by discipline, and solution consulting effectiveness. Performance Standards & Inspection owns the metric dictionary, the leading-indicator set, commercial inspection and forecast accuracy measurement. Each sub-function is constituted with its own measures and its own working relationship with the broader TAAP team. The Vice President is expected to develop those leaders and to establish clear, independently measurable outcomes for each area within the first year. The role carries the segment's primary interlock with enterprise Revenue Operations on go-to-market strategy. A defining feature of the position is that builds capability by specifying what the segment requires of enterprise partners and holding them to it, rather than by creating parallel capacity, an approach that depends on clarity of specification and disciplined inspection.

The role can be based anywhere in the US, with a preference for Thomson Reuters' primary corporate and operational hubs in New York, Ann Arbor or Minneapolis.

Key relationships

Reports to Farrah Lakhani, Chief Operating Officer, Tax, Audit & Accounting Professionals

Direct reports: A team of approximately (17), organized in four sub-functions: Planning & Performance, Customer Strategy & Planning, Field Readiness, Performance Standards & Inspection

Other key relationships: President TAAP; TAAP ELT and General Managers; Revenue Operations; Segment Strategy; Finance; Corporate Finance; Data & Analytics; Product & Technology; Marketing; HR/Talent, among others.

Key responsibilities include

TAAP Operating System: Strategy to Execution

• Partner with the Chief Operating Officer and the TAAP President to translate segment strategy into execution-ready operating plans, priorities and measurable OKRs across four sub-segments.
• Own the OKR architecture, its cascade into the sub-segments, and quarterly scoring, ensuring prior-period results are graded before subsequent commitments are set.
• Establish and maintain a single source of truth for segment priorities and OKRs, adopted and used by the TAAP leadership team.
• Own the replan mechanism, including the conditions under which the plan is re-cut and the authority to trigger it.

Customer Strategy and the Three-Year Plan

• Own the construction and execution of TAAP's three-year go-to-market plan, including addressable market and workflow sizing, the customer cohort model and cohort economics.
• Define and maintain the value proposition by cohort, and the segmentation basis by which TAAP prioritizes customers and workflows.
• Establish recurring inspection of how customer needs, buying behavior and firm economics are shifting by sub-segment, together with the mechanism that converts that signal into a changed play, price or message. This is the voice-of-customer channel into product and go-to-market decisions.
• Own competitive response for the segment: the TAAP threat tier, win/loss on deals where a competitor was present, and the decision to change a play as a result. Market-level research, buyer personas and battlecard authorship are produced centrally; the segment threat assessment and the response to it are not.
• Own accountability for the multi-product motion across product platforms, including products per account, attach rate and the retention differential between multi-product and single-product accounts.

Operating Cadence, Decision Rights and Governance

• Own TAAP's operating cadence, covering leadership routines, monthly and quarterly business reviews, initiative health reviews and the annual planning calendar, constructed to nest within the enterprise operating system rather than alongside it.
• Design the format and content of the segment's monthly and quarterly business reviews, including the written pre-read through which the enterprise sees TAAP's performance.
• Rationalize the segment's recurring forums, ensuring each surviving forum has a documented purpose, a named decision-maker and a defined output, and closing those that do not.
• Own the decision log and the measurement of decision cycle time from issue surfaced to decision taken.
• Establish and inspect cross-functional service commitments, ensuring dependencies between TAAP and its