The Antwi Group is seeking an experienced, analytical, forward-thinking, and highly organized Director / Manager of Strategic Planning to establish and lead our Strategic Planning Department.
Working closely with Executive Leadership and leaders across The Antwi Group, the Director / Manager of Strategic Planning will help translate the organization’s long-term vision into structured strategic priorities, measurable objectives, coordinated initiatives, and actionable business plans.
The position will lead company-wide strategic planning activities, evaluate business opportunities, coordinate annual and multi-year planning, conduct organizational and market analysis, develop strategic performance frameworks, monitor major initiatives, prepare executive decision-support materials, and help ensure departmental priorities remain aligned with broader organizational objectives.
The Director / Manager will collaborate extensively with Finance & Accounting, Business Development, Data & Business Intelligence, Project Management, Risk Management, Operations & Administration, Marketing, Legal & Business Affairs, Human Resources, Procurement & Vendor Management, Content & Media Production, IT & Digital Systems, and other business units.
Strategic Planning will provide structured analysis and coordination while recognizing that final business decisions, capital commitments, legal determinations, financial approvals, and operational execution remain with appropriately authorized leadership and departments.
This position requires exceptional strategic thinking, analytical ability, business judgment, financial awareness, leadership, communication, research capability, discretion, and the ability to convert complex information into clear recommendations and executable plans.
Key Responsibilities
- Establish and lead the Strategic Planning Department.
- Develop the company’s strategic-planning framework.
- Coordinate annual strategic planning.
- Support multi-year organizational planning.
- Translate organizational objectives into measurable strategic priorities.
- Coordinate departmental strategic plans.
- Evaluate strategic business opportunities.
- Conduct industry and competitive analysis.
- Analyze organizational performance.
- Develop strategic scenarios.
- Coordinate strategic initiative portfolios.
- Establish performance measures.
- Monitor progress against strategic objectives.
- Identify strategic dependencies.
- Support resource-prioritization discussions.
- Prepare executive strategy reports.
- Develop decision-support materials.
- Coordinate strategic planning meetings.
- Support business expansion analysis.
- Evaluate partnership opportunities.
- Support new business initiatives.
- Coordinate with Risk Management on strategic risks.
- Coordinate with Finance on financial implications.
- Monitor significant strategic initiatives.
- Lead assigned Strategic Planning personnel.
- Protect confidential strategic information.
Strategic Planning Framework
The department may generally use a process such as:
Vision → Analysis → Priorities → Objectives → Initiatives → Resources → Execution → Measurement → Review
Organizational Vision
Strategic planning should begin with a clear understanding of:
- Organizational purpose
- Long-term objectives
- Business portfolio
- Core capabilities
- Customer and market needs
- Available resources
- Organizational constraints
- Relevant risks
Strategic Planning Horizon
Planning may include:
- Annual operating priorities
- Three-year strategic objectives
- Five-year directional planning
- Longer-term scenarios where useful
Long-range plans should remain adaptable as business conditions change.
Strategic Priorities
Priorities may involve:
- Revenue growth
- Business expansion
- Operational improvement
- Technology
- Creative development
- Market development
- Customer growth
- Talent development
- Organizational capability
- Financial sustainability
- Brand development
- Risk reduction
- Other approved strategic objectives
Strategic Objectives
Objectives should be sufficiently clear to establish:
Objective → Measure → Target → Owner → Timeline
Departmental Alignment
The Director / Manager may coordinate with departments to ensure their plans appropriately support company-wide objectives.
Department Strategy
Department plans may identify:
- Priorities
- Major initiatives
- Resource requirements
- Dependencies
- Risks
- Performance measures
- Timelines
Strategic Initiative Portfolio
The Director / Manager may maintain an enterprise view of significant strategic initiatives.
A portfolio may identify:
Initiative → Strategic Objective → Executive Sponsor → Owner → Investment → Timeline → Status
Initiative Prioritization
Potential initiatives may be evaluated using factors such as:
- Strategic alignment
- Expected business value
- Financial implications
- Resource requirements
- Organizational capability
- Risk
- Timing
- Dependencies
Strategic Analysis
The department may analyze:
- Company performance
- Industry developments
- Market conditions
- Competitors
- Customer behavior
- Technology trends
- Economic conditions
- Internal capabilities
- Business risks
SWOT Analysis
Where useful, strategic analysis may consider:
Strengths → Weaknesses → Opportunities → Threats
SWOT observations should be supported by available information rather than assumptions alone.
Market Analysis
Working with Data & Business Intelligence, Marketing, and Business Development, the department may evaluate:
- Market size
- Market growth
- Customer segments
- Competitive activity
- Pricing
- Distribution
- Technology changes
- Industry trends
Competitive Analysis
Analysis may consider:
- Competitor offerings
- Business models
- Market positioning
- Partnerships
- Pricing
- Customer experience
- Distribution
- Publicly available performance indicators
Only lawful and ethical information-gathering methods should be used.
Internal Capability Analysis
The Director / Manager may evaluate organizational capabilities involving:
- People
- Technology
- Operations
- Financial resources
- Intellectual property
- Partnerships
- Processes
- Infrastructure
- Brand
- Data
Capability Gaps
Strategic planning may identify gaps requiring:
- Hiring
- Training
- Technology
- Investment
- Partnerships
- Process improvement
- External expertise
Growth Strategy
The department may support evaluation of growth through:
- Existing businesses
- New products or services
- New customer segments
- Geographic expansion
- Strategic partnerships
- New distribution channels
- New business units
- Acquisitions where applicable
Business Expansion
Expansion analysis may consider:
- Market opportunity
- Financial requirements
- Operational requirements
- Technology
- Staffing
- Legal considerations
- Risk
- Timing
New Business Initiatives
Potential initiatives may progress through:
Concept → Preliminary Analysis → Business Case → Leadership Review → Approval → Implementation
Business Cases
The Strategic Planning Department may coordinate business cases containing:
- Opportunity
- Strategic rationale
- Market analysis
- Financial considerations
- Resource requirements
- Risks
- Alternatives
- Implementation considerations
Financial Analysis
Strategic decisions should be coordinated with Finance & Accounting.
Financial analysis may consider:
- Revenue potential
- Costs
- Investment requirements
- Cash-flow implications
- Break-even considerations
- Sensitivity
- Financial risk
Strategic Planning should not replace Finance’s accounting or financial-control responsibilities.
Scenario Planning
The Director / Manager may develop alternative scenarios to evaluate how different assumptions could affect company strategy.
Scenario Structure
A scenario may identify:
Assumption → Potential Development → Business Impact → Strategic Response
Scenarios should be presented as analytical possibilities rather than predictions.
Sensitivity Analysis
Strategic plans may consider how changes in assumptions involving:
- Revenue
- Costs
- Timing
- Customer growth
- Market conditions
- Investment
could affect expected outcomes.
Strategic Risk
The Director / Manager will coordinate with Risk Management to evaluate material strategic risks.
Strategic Risk Register
Information may identify:
Strategic Objective → Risk → Potential Impact → Owner → Mitigation → Status
Risk & Opportunity
Strategic planning should consider both potential downside risks and legitimate business opportunities.
Partnerships
Working with Business Development and Legal & Business Affairs, the department may evaluate potential:
- Strategic alliances
- Distribution partnerships
- Technology partnerships
- Creative partnerships
- Joint initiatives
- Other business relationships
Partnership Evaluation
Analysis may consider:
- Strategic fit
- Business value
- Capabilities
- Financial implications
- Operational requirements
- Reputation
- Risk
- Contractual considerations
Acquisitions & Investments
If The Antwi Group evaluates acquisitions or significant investments, Strategic Planning may support preliminary analysis and coordination.
Specialized financial, legal, tax, accounting, and due-diligence work should remain with qualified professionals.
Portfolio Strategy
As The Antwi Group operates multiple businesses, Strategic Planning may evaluate the company’s overall business portfolio.
Portfolio Review
Analysis may consider:
- Strategic importance
- Growth
- Financial contribution
- Investment requirements
- Organizational capabilities
- Risk
- Long-term opportunity
Resource Allocation
Strategic Planning may provide analysis supporting decisions involving:
- Capital
- Personnel
- Technology
- Facilities
- Management attention
- External partners
Final allocation decisions remain with authorized leadership.
Strategic Roadmaps
Roadmaps may identify:
Objective → Initiative → Milestone → Owner → Target Date → Status
Milestones
Significant strategic initiatives should have clear milestones allowing leadership to assess progress.
Strategic Performance Management
The Director / Manager may establish methods for monitoring strategic execution.
Key Performance Indicators
KPIs should be:
- Relevant
- Measurable
- Understandable
- Supported by reliable data
- Connected to strategic objectives
Strategic Scorecard
A scorecard may identify:
Objective → KPI → Target → Current Result → Trend → Owner
Performance Reviews
Strategic performance may be reviewed:
- Monthly
- Quarterly
- Annually
- At other appropriate intervals
depending on the nature of the objective.
Performance Variances
Significant differences between plans and actual results should be analyzed.
Corrective Actions
Where strategic initiatives fall materially behind plan, the Director / Manager may coordinate discussion of:
- Causes
- Resource issues
- Dependencies
- Revised actions
- Timeline changes
- Other appropriate responses
Strategic Planning Calendar
The Director / Manager may establish an annual calendar covering:
- Strategic assessments
- Department planning
- Budget coordination
- Executive reviews
- Quarterly strategy reviews
- Annual performance evaluation
Budget Coordination
Strategic priorities should be coordinated with the company’s budgeting process.
The Strategic Planning Department may communicate priorities and resource assumptions to Finance & Accounting.
Project Management Coordination
Approved strategic initiatives requiring structured implementation may transition to Project Management.
Strategy-to-Execution Process
A general process may follow:
Strategic Priority → Approved Initiative → Project / Program → Execution → Measurement → Review
Project Dependencies
Strategic Planning may monitor dependencies among major projects without replacing the Project Management Department’s execution responsibilities.
Data & Business Intelligence
Strategic analysis should use reliable business data whenever practical.
The department may work with Data & Business Intelligence to develop:
- Dashboards
- Market analysis
- Performance reporting
- Forecasts
- Trend analysis
- Decision-support information
Data Quality
Strategic recommendations should consider limitations involving:
- Data completeness
- Accuracy
- Timeliness
- Comparability
- Sample size
- Methodology
Research
The department may conduct or coordinate research concerning:
- Industries
- Markets
- Customers
- Competitors
- Technologies
- Business models
- Economic developments
Research Standards
Research should distinguish:
- Verified information
- Estimates
- Assumptions
- Third-party opinions
- Internal analysis
Technology Strategy
Working with IT & Digital Systems, Strategic Planning may help evaluate how technology supports long-term business objectives.
Artificial Intelligence Strategy
The department may support evaluation of AI opportunities involving:
- Productivity
- Data analysis
- Customer experience
- Operations
- Creative workflows
- Business intelligence
AI initiatives should receive appropriate technology, privacy, security, legal, and business review.
Organizational Strategy
Working with Human Resources, the department may identify future organizational capabilities and workforce requirements.
Workforce Planning
Strategic workforce considerations may include:
- Future roles
- Skills
- Leadership requirements
- Hiring priorities
- Training
- Succession considerations
Human Resources remains responsible for employment policies and personnel administration.
Operating Model
Strategic Planning may help leadership evaluate:
- Department responsibilities
- Decision-making structures
- Shared services
- Centralized versus decentralized functions
- Business-unit relationships
Process Improvement
Strategic priorities involving organizational efficiency may be coordinated with Quality Assurance & Process Improvement and Operations.
Procurement Strategy
Major strategic initiatives involving suppliers should be coordinated with Procurement & Vendor Management.
Facilities Strategy
Growth initiatives requiring new facilities, studios, offices, or operational spaces should be coordinated with Facilities & Workplace Operations.
Security Considerations
Strategic initiatives involving material physical-security implications should be coordinated with Security & Protective Services.
Legal Considerations
Strategic initiatives involving contracts, intellectual property, regulation, corporate structure, or other legal matters should be coordinated with Legal & Business Affairs.
Communications Strategy
Significant organizational initiatives may require communication planning with Corporate Communications & Public Relations.
Strategy Meetings
The Director / Manager may facilitate:
- Executive strategy sessions
- Department planning meetings
- Strategic initiative reviews
- Business-unit reviews
- Scenario-planning workshops
Meeting Materials
Materials may include:
- Performance information
- Market analysis
- Strategic options
- Financial considerations
- Risk information
- Decision requirements
Decision Records
Significant strategic decisions may be documented as:
Decision → Date → Authorized Decision-Maker → Rationale → Required Action
Strategic Governance
The Director / Manager may establish processes to ensure:
- Initiatives have owners.
- Objectives have measures.
- Decisions are documented.
- Progress is reviewed.
- Material issues are escalated.
Strategic Reporting
Executive reports may include:
- Strategic objective status
- Major initiative status
- KPI performance
- Significant risks
- Market developments
- Required decisions
Executive Presentations
The Director / Manager should be able to convert complex analysis into concise, decision-focused presentations.
Confidentiality
The Director / Manager may encounter highly sensitive information involving:
- Company strategy
- Financial plans
- New businesses
- Partnerships
- Investments
- Personnel plans
- Technology
- Intellectual property
- Competitive information
- Business performance
Such information must only be accessed and shared for legitimate authorized purposes.
Competitive Information
The department must not obtain competitive information through:
- Theft
- Misrepresentation
- Unauthorized system access
- Improper inducement
- Violation of confidentiality obligations
Artificial Intelligence & Strategic Analysis
Where approved, AI-assisted tools may support:
- Research
- Scenario development
- Data analysis
- Trend analysis
- Drafting
- Administrative organization
AI-generated information should be independently validated before being relied upon for material strategic decisions.
Confidential business plans, proprietary financial information, non-public transactions, personal information, access credentials, privileged legal information, or trade secrets should not be submitted to unapproved AI systems.
Professional Integrity
The Director / Manager must not knowingly:
- Falsify strategic analysis.
- Manipulate performance information.
- Conceal material assumptions.
- Misrepresent forecasts as guaranteed outcomes.
- Fabricate market information.
- Improperly disclose confidential strategy.
- Conceal material risks.
- Manipulate business cases for improper purposes.
- Misrepresent initiative progress.
- Use confidential strategic information for unauthorized personal benefit.
Staff Leadership
The Director / Manager may supervise:
- Strategic Planning Manager
- Senior Strategy Analyst
- Strategic Planning Analyst
- Strategy & Planning Coordinator
- Other assigned personnel
Responsibilities may include:
- Hiring
- Training
- Work allocation
- Coaching
- Performance management
- Quality review
- Professional development
Cross-Department Collaboration
Executive Leadership — organizational direction and final strategic decisions.
Finance & Accounting — financial planning and analysis.
Business Development — growth opportunities and partnerships.
Data & Business Intelligence — business data and analytics.
Risk Management — strategic risks and resilience.
Project Management — execution of approved strategic initiatives.
Legal & Business Affairs — legal and contractual considerations.
Human Resources — workforce and organizational planning.
Operations & Administration — operational strategy.
Marketing — market and customer strategy.
Procurement & Vendor Management — strategic suppliers.
IT & Digital Systems — technology strategy.
Content & Media Production — production strategy.
Corporate Communications & Public Relations — strategic communications.
Qualifications
- Bachelor’s degree in Business Administration, Strategy, Finance, Economics, Management, Business Analytics, Marketing, or a related field preferred, or equivalent substantial professional experience.
- Significant professional experience in strategic planning, corporate strategy, management consulting, business development, financial planning, business analysis, operations strategy, or related work.
- Previous management or supervisory experience strongly preferred.
- Strong strategic and analytical thinking.
- Strong financial and commercial awareness.
- Excellent research and problem-solving skills.
- Strong written and verbal communication.
- Ability to prepare executive-level presentations.
- Ability to evaluate complex business opportunities.
- Strong project and organizational skills.
- Ability to work effectively across multiple departments.
- High level of integrity, professionalism, discretion, and confidentiality.
Preferred Skills
Experience or training involving:
- Corporate Strategy
- Strategic Planning
- Business Analysis
- Management Consulting
- Financial Analysis
- Market Analysis
- Competitive Intelligence
- Business Development
- Scenario Planning
- Portfolio Strategy
- Strategic Performance Management
- Business Intelligence
- Strategic Project Management
An MBA or other relevant graduate education may be beneficial but is not required.
Leadership Expectations
The successful candidate should demonstrate:
- Strategic thinking
- Analytical judgment
- Leadership
- Commercial awareness
- Intellectual curiosity
- Objectivity
- Communication
- Collaboration
- Integrity
- Accountability
- Confidentiality
- Adaptability
- Decisiveness
Career Development
A potential career path may include:
Director / Manager of Strategic Planning → Senior Director / Head of Strategy → Vice President of Strategy → Chief Strategy Officer / Senior Executive Leadership
Professional development may also extend into Corporate Development, Business Development, Finance, Business Intelligence, Operations, Portfolio Management, or General Management.
Location
Poconos, Pennsylvania
This position may operate through a combination of on-site and approved remote work depending on business requirements.
Strategic meetings, business reviews, potential partnerships, projects, site visits, conferences, or other responsibilities may require domestic and occasional international travel or irregular-hour availability.
Employment Type
Full Time
Department
Strategic Planning
Reports To
Senior Management / Executive Leadership
About The Antwi Group
The Antwi Group is a growing organization operating across creative, entertainment, media, and related business sectors. Our teams bring together creative talent, technical expertise, management, financial discipline, technology, production, operations, strategic planning, risk management, and business development to build projects and opportunities designed for long-term growth.
Application
Interested candidates should submit an application outlining their education, corporate-strategy, strategic-planning, management-consulting, business-development, finance, business-analysis, operations, market-research, or related professional experience and other relevant qualifications.
Applicants may also be asked to provide a résumé/CV, professional references, relevant certifications, and descriptions of strategic plans, business cases, growth initiatives, market analyses, organizational strategies, or significant strategic projects they have managed and are legally permitted to discuss.
Applicants should not submit confidential business plans, proprietary financial models, non-public transaction information, privileged legal materials, protected personal information, trade secrets, access credentials, or strategic information belonging to current or previous employers, clients, or business partners that they are not authorized to disclose.
The Antwi Group is an equal opportunity employer. We consider qualified applicants without regard to characteristics protected by applicable law.