At Lilly, the work is demanding because patients are waiting. We unite caring with discovery to help make life better for people around the world, knowing that every decision, every detail, and every day matters. Headquartered in Indianapolis, Indiana, our over 50,000 employees around the globe take on complex challenges to discover and deliver life-changing medicines, strengthen how health is understood and managed, and support the communities we serve. This is hard, urgent, selfless work—but it’s work worth doing. If you’re driven by purpose and ready to bring your best to work that truly matters for patients, we invite you to join us. CTI MD Tech@Lilly Associate Director, CTI - Development, Clinical Dev Management Level: M1 | Job Family: Information Technology About the Organization: CTI - Development owns the digital capability that patients, sites and study teams meet first: consent and data capture, patient engagement, and the systems that get a study designed, started and set up. The portfolio spans Trial Capabilities, Clinical Experience and patient engagement, and AI & Analytics. The organization is mid-transformation, modernizing platforms and scaling AI and agentic use cases while operating under strict GxP/GCP, data integrity and inspection-readiness requirements. Job Description: The Associate Director, CTI - Development, Clinical Dev, leads a team of engineering, product and delivery professionals and owns delivery, technical direction and capability growth across the Trial Capabilities, Clinical Experience and AI & Analytics domains. The role sits where clinical process meets engineering: close enough to the build to lead a design review and challenge an architecture, fluent enough in trial execution to shape how a study team actually works. It owns the demand relationship with clinical development business owners, directs the partner teams delivering a material share of the work, manages allocated budget and contractor capacity against plan, and is expected to set the agenda for AI and agentic adoption rather than wait for direction on it. Hands-on technical experience is expected and non-negotiable: a practitioner who has built and shipped software and integrations directly, and who stays current enough to pressure-test an architecture or a build versus buy call. The role is scoped at the upper end of the band and is expected to grow into responsibility for broader teams as the portfolio expands. Core Responsibilities : Delivery Ownership • Own delivery execution across the portfolio (scope, schedule, quality, dependencies, release readiness, production health) for clinical experience and patient engagement products (eConsent, ePRO/eCOA, patient portals and apps) and study start-up capabilities (site activation, study build, CTMS/eTMF integration). • Run the standing delivery cadence of operational reviews, backlog grooming, planning cycles (e.g., PI Planning) and release governance as a single portfolio-wide rhythm, and apply product-management rigor to prioritization, scoring business value, technical debt, effort and risk explicitly and agreeing success measures before work starts. • Define and implement the portfolio metrics framework: release predictability, defect escape, production reliability, study build and site activation cycle time, and adoption by sites, study teams and patients. Instrument it where stakeholders can see it, not inside a backlog tool. • Identify and solve organizational and operational problems and technical challenges across the portfolio, from resourcing conflicts and scope ambiguity to cross-team dependencies, escalating only what falls outside established guidelines and doing so with a recommendation. Technical Direction & Engineering Standards • Set and defend the technical direction of the portfolio; review architecture and design, challenge weak decisions, and own standards for APIs, data contracts, interoperability (CDISC, HL7/FHIR) and reuse across clinical platforms. • Own the architecture and design decisions for the portfolio's products, approve solution and integration designs, and run a design review cadence that catches problems before a release rather than after one. • Raise the engineering bar on test automation, CI/CD, observability and the deliberate reduction of technical debt. • Stay personally current: spend enough time in the code, the integrations and the production systems to judge an estimate, read a pull request and ask the questions only a practitioner asks. AI & Agentic Transformation • Define and land a 12 to 24 month vision for AI and agentic capability in study start-up and clinical experience: protocol and document intelligence, automated study build, site and patient-facing assistants. Make the business case for it. • Find the use cases, prove them quickly at low cost, and take the ones that work through validation into production use with the evaluation, guardrails and human-in-the-loop design that requires. • Build the team's AI fluency, make AI-assisted engineering the normal way of working, and partner with business owners to redesign clinical process rather than automate around it. Resource, Budget & Vendor Management • Forecast resource needs across the portfolio and manage allocated budget and contractor capacity within approved guidelines, including allocation, ramp-up and release decisions. • Own vendor and partner delivery: define scope, outcomes and acceptance criteria, hold suppliers to the same engineering, quality and GxP standards as internal teams, and manage performance on predictability and quality. • Own SOW/MSA follow-ups, renewals and scope amendments, shape the sourcing mix for the portfolio, and protect institutional knowledge through documentation, code ownership and cross-training. Business Stakeholder Engagement • Act as the technology partner for business owners and study teams: the person they call first, and the person who tells them when an idea will not work. Represent the p