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The Manager, Programme Analytics – SRHR will play a central role in helping CIFF’s SRHR leadership make better, faster and more evidence-informed decisions across one of the foundation’s largest and most strategically important portfolios. Sitting at the intersection of analytics, modelling, programme performance and strategy, the role will turn complex data into clear insight that can inform investment choices, portfolio priorities, risk management and delivery decisions. SRHR is a team of more than 20 people, managing over 150 contracts of over USD 1 billion. Programme managers and analysts are responsible for programme analytics, alongside all their other responsibilities. SRHR programme teams will continue to own programme-level analytics, including routine performance monitoring, partner data review and interpretation of dashboards. This role will work alongside them as a specialist analytical resource, helping strengthen rigour, consistency and confidence in the use of data across the portfolio. The postholder will bring additional capacity for complex modelling, cross-portfolio analysis, methodological advice, data quality improvement and decision-focused synthesis, while building programme teams’ capability to use data well in their own work. Working closely with SRHR programme teams, senior leadership, the Impact Knowledge Hub, Tech4Impact and the Technology Team, the postholder will lead the development and use of high-quality dashboards, models and analytical products that strengthen CIFF’s understanding of performance, risk, value for money and potential impact. The role will help prioritise the highest-value analytical questions across the portfolio and ensure the right tools, systems and partnerships are in place to answer them well. This is a role for someone who combines technical credibility with practical judgement: able to interrogate data and models rigorously, explain their implications clearly to non-technical audiences, and translate analysis into actionable recommendations for programme and investment decisions. The postholder will need to be technically fluent and sufficiently hands-on to challenge tools and outputs, while working through internal technology colleagues and external partners for larger-scale dashboard and system development. Over time, the postholder will help embed a more data-driven operating model across the SRHR portfolio, supporting adaptive management, stronger partner performance, clearer escalation of risks and more confident senior-level decision-making. In the first 12-18 months, success will look like: SRHR leadership has a clearer, more reliable view of portfolio performance, risks and opportunities. Priority models and dashboards are being actively used in investment and programme decisions. Strong existing data use is translated into more consistent portfolio-level insight, prioritisation and decision-making. Key data quality issues are visible, owned and being addressed. CIFF has stronger analytical products to support board reporting, external engagement and resource mobilisation. Requirements Strategy & Planning Collaborate with senior leadership to develop programme analytics and operational insights strategies, backed by robust data and evidence. Develop clear decision-support products for SRHR leadership, including investment scenarios, trade-off analysis, risk analysis and portfolio performance insights. Help prioritise the most important analytical questions across the SRHR portfolio, focusing effort where insight can materially improve decisions or outcomes. Build confidence among senior leaders in the interpretation, limitations and implications of analytical findings. Working either with sector colleagues or independently, prepare summary reports, board reports and portfolio investment reports, ensuring these are produced to a high standard and in a timely fashion, often within tight timeframes. Programme Developm