# Senior Director, Capabilities at Coca-Cola

Coca-Cola is hiring a Senior Director, Capabilities in Atlanta, United States. It pays $186k-$227k a year and Level rates it Little AI ●○○○; you can [apply on Coca-Cola](https://jobsbylevel.com/go/f0082a4a-ed36-4fe9-b1b4-e15a948d594d?utm_medium=ai-agent).

AI Level 1, AI centrality 31 out of 100. US - GA - Atlanta.

## Details

- Company: [Coca-Cola](https://jobsbylevel.com/companies/coca-cola)
- AI level: AI Level 1 (score 31 out of 100)
- Location: US - GA - Atlanta
- Salary: $186k-$227k
- Posted: October 22, 2026
- Apply: https://jobsbylevel.com/go/f0082a4a-ed36-4fe9-b1b4-e15a948d594d?utm_medium=ai-agent
- Free CV review for this job: https://jobsbylevel.com/cv-review?job=senior-director-capabilities-at-coca-cola-6ecb6d

## Description

Job Description Summary: Senior Director, Capabilities leads the enterprise capability agenda - the capabilities that every associate must have for The Coca-Cola Company (TCCC) to deliver its growth ambition. While the capabilities will evolve over time, the current focus is two priority capabilities: End-to-End Execution Excellence and Change Management. This role reports to the Vice President, People Intelligence, Planning and Capabilities, and directly manages a team of two, with indirect responsibility for project team members across global P&C and other functions. The role is a player-coach: it sets the enterprise capability standard and governance, co-leads the highest-priority capability builds, and grows the capability of the team and the wider practitioner network to deliver consistently at scale across the Company and the System. Key Responsibilities Enterprise Capability Strategy and Portfolio Leadership Lead the enterprise capability portfolio, setting the strategic direction, outcomes, roadmap, governance, and resource model for building a select set of priority capabilities. Collect feedback and data from HR, business, and capability leads to continuously assess capability adoption and future needs Lead the portfolio through a multi-year lifecycle: define the standard, mobilize capability building globally, monitor adoption and impact, establish the long-term operating model, and redeploy resources to the next capability gap as LRP needs evolve. Enterprise Capability Ownership Define the standards and expectations required in the priority capability areas. Assess the current state capability level and identify the biggest opportunities worth investment Develop and implement a three-year global roadmap and actionable capability development plan Define measures of capability growth, adoption, and business impact; track progress against baseline and redirect investment to the roles, functions, and markets with the greatest business impact. Own the outcome, not just the design, evaluating whether capability is applied in the work and holds over time, and removing barriers to adoption. Global Stakeholder Alignment and Mobilization Establish and lead cross-functional enterprise teams needed to build each capability. Partner closely with the Digital Capability and Workforce Modernization leader to align priority capability builds with digital and workforce modernization needs, coordinate roadmaps, shared resources, and measures, and ensure associates experience one integrated capability agenda. Build alignment with global P&C leadership, Operating Unit and functional HR leaders, senior business sponsors, and enterprise governance forums on the capability standards, investment priorities, decision rights, and expected outcomes. Navigate competing enterprise, business, geographic, and function needs; surface tradeoffs and secure timely decisions without diluting the enterprise capability standard, standardizing what must be common while enabling local adaptation where it adds value. Provide governance for enterprise capability resources based in Operating Units, ensuring OU-specific capability agendas align to the enterprise plan and standards, and that these individuals are deployed to help execute enterprise capability priorities as needed. Team and Delivery Leadership Lead and develop a team of two Senior Directors, setting clear accountabilities while deploying talent flexibly across the capability portfolio. Act as a player-coach by personally co-leading a critical enterprise capability build while maintaining oversight of the broader portfolio. Build strong capability-building, enterprise standard-setting, stakeholder management, and mobilization capability across the team and the wider practitioner network, so the enterprise builds capability once and reuses it. Manage wider-impact programs, external partners, budgets, and resources that span functions, Operating Units, and the System. Candidate Profile

The description is cut here. Read the full offer: https://jobsbylevel.com/jobs/senior-director-capabilities-at-coca-cola-6ecb6d

Source: https://jobsbylevel.com/jobs/senior-director-capabilities-at-coca-cola-6ecb6d

## Cite this page

Level. https://jobsbylevel.com/jobs/senior-director-capabilities-at-coca-cola-6ecb6d.

Get job alerts: https://jobsbylevel.com/newsletter