Hasbro VP, Global Brands - Board Games at Hasbro owns the global Board Games P&L and leads a team of twelve. The role involves managing revenue, margin, operating profit, and making strategic investment decisions for the portfolio.
Responsibilities
We are seeking a Vice President, Board Games to own the global Board Games P&L, a portfolio built on some of the most recognized play experiences in the world, including Monopoly, Jenga, Connect Four, The Game of Life, Clue and Twister. You will lead a team of twelve and report to the SVP, Global Brands.
This role owns Hasbro's physical board game and tabletop portfolio. It is distinct from our digital, video game and trading card businesses, which sit elsewhere in the company, though you will partner with them where a brand lives in more than one place.
This role is based in Boston, Massachusetts, and is onsite three days a week, Tuesday through Thursday. Expect to travel approximately 25% of the time.
This is a general management role. You own the revenue, the margin and the operating profit, and you hold the authority to allocate the investment behind them. Product and North America commercial report to you directly, and every other function partners with you. Finance is your copilot: they bring the expertise, the tools and the information, and the decision stays with you.
In your first year we would expect you to land a credible multi-year plan for the portfolio, make explicit calls on which brands to grow and which to run for profit, and show measurable progress on both the top line and the margin. The mandate is to grow a portfolio of category-defining brands while making it meaningfully more profitable.
A day in the life:
Own the global Board Games P&L end to end. Carry the revenue, variable margin and operating profit targets, and answer for the return on every dollar you deploy.
Set the multi-year strategy for the portfolio, making explicit choices about which brands to grow, which to run for profit and which to stop funding.
Read the global landscape and adjust the plan for it, including macroeconomic conditions, trade and tariff policy, input costs, retail consolidation and shifts in consumer spending across regions.
Lead with consumer insight, and convert it. Turn what you learn about players and shoppers into specific product, pricing, channel and new business opportunities rather than into research that sits on a shelf.
Allocate and spend the investment across marketing, tooling, retail activation and A&P, and hold the line on what earns the next dollar.
Drive product excellence, including the consumer price point each item is designed for and the cost structure that supports it.
