Upon completion of this intensive course, participants will be able to:

• Develop a strategic vision, mission, and measurable roadmap for the future of the organization's contract function.
• Design an optimal organizational structure (e.g., centralized, decentralized, hybrid) for contract management.
• Manage the financial budget and resource allocation for the contract management department.
• Create and implement a robust contract governance model that aligns with enterprise risk management.
• Master executive presence, communication, and presentation skills to influence the C-suite.
• Develop a comprehensive talent management strategy, including succession planning and professional development.
• Define, measure, and report on the strategic value and key performance indicators (KPIs) of the contracts function.
• Lead and drive organizational change initiatives related to contract policy, process, and technology adoption.

• Senior Contract Managers and Directors aspiring to VP/CCO level roles
• Heads of Legal Operations and Commercial Management
• Leaders of Procurement and Sourcing functions
• High-potential candidates identified for succession planning
• Professionals responsible for leading large, multi-national contract teams
• Change Management and Process Improvement Leaders in contracts
• Business Unit Leaders seeking deeper understanding of contract governance

• Workshop on developing a 3-year strategic roadmap and organizational chart for a new contract function.
• Group activity analyzing and critiquing various contract management governance models.
• Role-playing a presentation to the C-suite justifying a multi-million dollar CLM system budget request.
• Case studies examining the transition of contract managers into executive leadership roles.
• Discussions on talent management, succession planning, and performance review best practices.

Unit 1: Strategic Vision and Organizational Design

• Techniques for developing a compelling vision and mission statement for the contract management function.
• Creating a 3-5 year roadmap that aligns contract initiatives with core corporate strategies (e.g., globalization, digital).
• Benchmarking the current contract function against industry best practices and maturity models.
• The role of the contract leader as a key member of the C-suite and executive team.

• Analyzing the pros and cons of centralized, decentralized, and hybrid contract management models.
• Designing the optimal reporting structure and span of control for contract management staff.
• Establishing a Contract Review Board (CRB) and defining its scope, membership, and authority.
• Integrating contract governance with enterprise risk management (ERM) and compliance frameworks.

Unit 2: Financial Management and Value Reporting

• Developing and managing the annual budget for the contract management department (personnel, technology, training).
• Strategies for justifying capital expenditure (CapEx) requests for major technology investments (e.g., CLM).
• Measuring the true Total Cost of Ownership (TCO) of the contracting function.
• Benchmarking operational costs per contract and overall departmental efficiency.

• Selecting the most critical Key Performance Indicators (KPIs) that demonstrate strategic value (e.g., cycle time, value realized, risk reduction).
• Developing executive-level dashboards and reporting formats for contract performance metrics.
• Quantifying the cost savings, revenue protection, and increased speed-to-market driven by the contracts team.
• Techniques for communicating financial results and value realization to non-contract stakeholders.

Unit 3: Talent Management and Team Development

• Developing a robust competency model that defines the necessary skills for various contract roles.
• Strategies for recruiting, interviewing, and on-boarding high-performing contract talent.
• Defining compensation structures, career paths, and retention strategies for key personnel.
• Managing outsourced labor, contingent workers, and external consulting support.

• Creating a systematic process for identifying and developing high-potential future contract leaders.
• Designing a comprehensive, multi-tiered professional development and training curriculum.
• Implementing a mentorship and coaching program to transfer institutional knowledge and skills.
• Fostering a culture of continuous improvement, accountability, and psychological safety within the team.

Unit 4: Leading Change and Executive Influence

• Applying advanced change management methodologies (e.g., ADKAR) to transformational contract projects.
• Strategies for communicating the need for change and managing employee resistance effectively.
• Creating a network of change champions and local leaders to drive adoption of new policies.
• Managing the complex cultural and political aspects of process and system change.

• Honing non-verbal communication, presentation, and gravitas for effective C-suite influence.
• Techniques for managing difficult conversations and high-stakes executive disagreements.
• Building trust and collaborative relationships with the Chief Legal Officer, CFO, and CEO.
• The importance of ethical leadership and integrity in maintaining executive credibility.