GL&C Performance and Execution Leader

Liberty Mutual's Global Legal & Compliance (GL&C) organization is in a defining period of transformation. Executing against our 2030 vision, we serve as both a protector of the enterprise and an accelerator of Liberty Mutual's ability to win in the markets where we compete. 

GL&C sits at the intersection of risk, regulation, capital, and execution. As our industry faces increasing pressure around AI governance, consumer data privacy, digital claims transformation, cybersecurity resilience, and evolving global insurance regulations, we are choosing to lead. 

To fulfill our vision, we are reshaping how legal work is performed, by whom, and with what technology, as generative and agentic AI fundamentally alter legal service delivery. We are deliberately positioning legal and compliance expertise as a strategic differentiator that helps Liberty Mutual adapt faster, operate smarter, and lead confidently in a rapidly changing global landscape. 

Reporting to the Chief Legal Officer as a full member of the GL&C Leadership Team, you will lead GL&C's operational engine: the shared legal services teams, centralized Home Office paralegal organization, business process outsourcing, performance intelligence, and work evolution capability that make the department scalable, measurable, and continuously improving. 

You will oversee an estimated 4–6 senior leaders and approximately 50–100 professionals across shared services, the Home Office paralegal organization, and outsourced delivery — and serve as co-architect of how GL&C evolves. 

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  Own and operate the work evolution decision engine. Design and continuously run the framework that decomposes GL&C work by intrinsic characteristics, assesses technology maturity, selects the optimal delivery model, and governs re-evaluation triggers as the landscape evolves. Maintain a single, coherent view of how the department's work gets done, ensuring delivery model decisions are data-driven, defensible, and continuously updated. 

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  Lead scaled shared services delivery and the centralized Home Office paralegal organization. Own and operate GL&C's centralized legal shared services, outsourced delivery programs, and Home Office paralegal organization as a unified operating model — driving volume, quality, cycle time, and cost outcomes from a single platform. Define and enforce consistent professional standards, career architecture, and AI adoption requirements across the paralegal population, ensuring a single bar for quality, development, and performance. Expand the scope and sophistication of centralized delivery as technology and organizational readiness allow. 

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  Drive productivity and affordability outcomes. Own accountability for productivity improvements within the Performance & Execution portfolio, contributing toward GL&C's sustained 3–4% annual productivity improvement. Translate affordability commitments into operational plans that harvest savings through work model shifts, technology adoption, and optimized leverage across delivery models. Provide credible, measurable evidence of value delivery, connecting operational execution to financial impact with the rigor expected by the CLO and enterprise leadership. 

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  Build and govern performance intelligence. Establish the measurement infrastructure that gives GL&C leaders visibility into delivery performance, capacity utilization, cost to serve, and work evolution progress — enabling leaders to manage with data rather than anecdote. You will define what GL&C measures and the standards behind it. 

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  Partner with advisory, litigation, and compliance groups to transform work. Serve as the enterprise-wide partner to practice groups in identifying work suitable for delivery model shifts — AI automation, paralegal leverage, BPO, shared services, and self-service — challenging inertia constructively with data and an outside-in perspective. Develop deep understanding of peer priorities and business rhythms so that shared delivery teams continuously meet, adjust to, and anticipate practice group needs while driving transformation forward. 

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  Integrate and scale technology-enabled delivery. Ensure the function is AI-native, embedding generative and agentic AI into core processes as standard practice. In partnership with SI&I's Data Office, identify and operationalize automation that measurably accelerates process time, reduces cost to serve, or frees capacity for higher-judgment work. Define and advocate for the technology enablement priorities of the portfolio — technology or funding decisions affecting delivery models or productivity commitments do not move forward without this function's sign-off on operational feasibility and sequencing. 

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  Build a high-performing, integrated organization. Integrate previously separate teams into one cohesive function with shared vision, aligned KPIs, and a unified operating model. Serve as the department's performance truth-teller, surfacing delivery data, productivity trends, and capability gaps with clarity and candor. Build leadership capability within the function, recruit operational, analytical, and change management talent, and drive work evolution as a leadership requirement across GL&C. 

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  Establish governance and decision rights. Define clear decision rights for delivery model selection, work migration, shared service delivery, paralegal standards, and performance measurement — governance that allows teams to move at pace while remaining rigorous enough to be defensible. Operate shared prioritization governance with SI&I, with neither portfolio making material decisions without the other's input. 

• Operational rigor and execution discipline at scale. You think and operate as a scaled delivery leader — building systems, processes, and measurement frameworks that produce repeatable results, managing through metrics, and connecting operational decisions to financial impact. You are skilled at integrating previously separate teams into a unified operating model, and at managing the dynamics of professionals who are organizationally centralized but operationally deployed to client groups. 

• Performance measurement and data-driven leadership. You use data as the primary language of leadership for prioritization, performance management, and investment decisions. You design measurement infrastructure, define the standards and quality thresholds that create consistency at enterprise scale, and translate complex performance data into executive-ready narratives that drive action. 

• Change leadership and cross-functional influence. You credibly challenge how work has always been done, using data, constructive framing, and respect for domain expertise. You are particularly skilled at moving service delivery from embedded to centralized while building trust that centralized models can meet practice group needs — earning the right to drive change through demonstrated results, including with groups outside your reporting line. 

• Workforce development. A track record building career architectures, development programs, and professional communities that attract, retain, and grow paralegal, operations, and analytics talent as a strategic workforce asset. 

• Legal industry fluency and technology depth. You do not need to be a lawyer, but you must be credible enough to distinguish work that carries genuine legal, regulatory, or reputational risk from work that can be safely delivered through alternative models — earning the trust of senior legal professionals who will scrutinize those decisions. You bring an operator-level understanding of how generative and agentic AI reshape legal work delivery, translating capability into operating model decisions, along with regulated-industry experience in financial services or insurance. 

• Partnership and interdependent leadership. You are comfortable with shared accountability and mutual dependency, maintaining clear lanes while collaborating deeply as one half of a leadership dyad. 

• Bachelor's degree required; advanced degree (MBA, J.D., or equivalent) preferred
• Generally requires 15+ years of progressive experience in operations, shared services, business process outsourcing, transformation or professional services delivery leadership,
• Demonstrated experience leading organizations of comparable scale, including managing leaders-of-leaders
• Proven experience owning a scaled service delivery operation — shared services, managed services, BPO, or centralized professional services delivery — with accountability for cost, quality, and cycle time outcomes
• Demonstrated experience leading operating model transformation and AI-enabled work evolution in a large, complex, matrixed organization
• Experience in a regulated industry — financial services, insurance, or legal services — strongly preferred
• Legal industry experience valued (not required)