External Affairs & Strategic Partnerships Specialist

Position Overview

Based on the Company’s annual expansion plan and strategic priorities, this position is responsible for researching, planning, and executing external affairs and strategic partnership initiatives, supporting the Company in establishing and maintaining relationships with government agencies, economic development organizations, chambers of commerce, business associations, community organizations, schools, corporations, and other key partners.

This position focuses on researching the external environment and stakeholders in target markets. Based on the Company’s market-entry and store-opening plans, the role identifies cities and regions where priority relationships should be established, recommends relationship priorities, key organizations, communication objectives, and annual action plans, and, following CSO approval, coordinates execution and ongoing relationship maintenance.

This position is also responsible for external-relations support for new markets, routine communications with government agencies and chambers of commerce, coordination of external meetings and events, identification of strategic partnership opportunities and pipeline tracking, and continuous documentation and review of external contacts, action items, and relationship progress. For major government relationships, company-level strategic relationships, and major external partnerships, the CSO or another Company-designated leader serves as the Relationship Owner; this position is responsible for research, preparation, coordination, routine maintenance, and follow-up actions.

This position does not replace Expansion, Construction, Marketing, the CAO, CFO, or other professional functions in assuming responsibility for site selection, permits, licenses, legal matters, finance, brand communications, or business operations. Without authorization, this position may not make investment, contractual, payment, policy, or other formal commitments on behalf of the Company.

Job Responsibilities

1. External Affairs Strategy & Stakeholder Management
2. 1. Analyze external-relations needs based on the Company’s annual expansion and strategic priorities, and develop annual and quarterly external affairs and strategic partnership plans for CSO approval.
   2. Build a stakeholder map covering government agencies, economic development organizations, chambers of commerce, business associations, communities, schools, companies, and key partners.
   3. Classify external organizations based on strategic importance, partnership value, influence, and current relationship status, and recommend priority relationships and resource allocation.
   4. Define the Company owner, contact point, communication objectives, action plan, and next follow-up date for each priority relationship.
   5. Continuously update contacts, meetings, commitments, opportunities, risks, and partnership outcomes so external relationships do not rely solely on individual memory.
3. Government & Economic Development Relations
4. 1. In accordance with the approved external affairs plan, establish and maintain routine contacts with government agencies, economic development organizations, and investment-promotion organizations in priority states, cities, and regions. The CSO or a Company-designated leader serves as Relationship Owner for major government and senior-level relationships.
   2. Research government resources, policies, and partnership opportunities that support retail investment, employment, new-market entry, business development, and community development, and provide timely information to the CSO and relevant departments.
   3. Within approved Company messaging, support communication of TESO’s development plans, employment contribution, community value, investment plans, and long-term direction.
   4. Coordinate internal departments in preparing non-sensitive business information required by government or economic development organizations.
   5. For tax, grant, incentive, legal, or formal application matters, coordinate review with the CFO, CAO, Expansion, and external professional advisors and track progress.
5. New Market Entry & Major Store Project Support
6. 1. Based on the Company’s market-entry plan, analyze external-relations needs across target markets, identify cities and regions where priority relationships should be established in advance, and recommend relationship-building priorities and start timing. Build government, chamber, community, and business-resource networks in target cities in advance.
   2. For priority target markets, research and build networks with government agencies, economic development organizations, chambers, communities, and business resources, and develop a New Market External Relations Support Plan.
   3. Support the Expansion team in understanding the city’s business environment, community characteristics, regional resources, and key stakeholders.
   4. Identify in advance community concerns, business-association issues, government coordination needs, and external-relations matters that may affect major store projects, and provide timely alerts.
   5. Assist in resolving issues affecting project progress due to community communication, public relations, regional resources, or external-agency coordination. Escalate unresolved matters or major government-relations issues to the CSO promptly.
   6. Expansion is responsible for specific site development, lease terms, and contract progression; Construction is responsible for permits, construction, and professional government approvals; this position is responsible for relationship coordination and external-resource support and does not replace the professional responsibilities of those functions.
   7. After store opening, collect feedback from government agencies, chambers, communities, and partners and develop relationship-maintenance and improvement plans.
7. Chamber, Business Association & Community Relations
8. 1. Identify national, regional, and local chambers of commerce, business associations, and industry organizations relevant to Company growth.
   2. Based on business value, cost, and expected outcomes, recommend Company membership, participation, sponsorship, and partnership opportunities, defining business value, budget, owner, and expected results.
   3. Represent the Company at approved industry, business, and community events as authorized, and build long-term relationships in priority regions within the approved scope.
   4. Partner with stores and Operations teams to establish relationships with community organizations, schools, apartment communities, businesses, and local organizations.
   5. Review event and membership relationships to assess whether they generate market intelligence, government resources, business opportunities, talent, or community value, and recommend continuing, adjusting, or discontinuing participation.
9. Strategic Partner Development & Evaluation
10. 1. Identify potential strategic partners related to new markets, store traffic, merchandise, supply chain, technology, talent, membership, and brand development.
    2. Gather information on partner background, resources, capabilities, reputation, partnership needs, and potential risks and prepare an initial assessment.
    3. Work with the Strategy & Business Analysis role to assess partnership value, target customers, business model, resource requirements, costs, benefits, and feasibility and develop an initial recommendation.
    4. Support the relevant Business Owner in developing a partnership proposal defining objectives, responsibilities of both parties, budget, key milestones, measurement metrics, and exit conditions, and submit it to the CSO and relevant approvers for evaluation.
    5. Coordinate follow-up communications and internal reviews for approved opportunities. Commercial negotiations, investments, contracts, pricing, payments, and resource commitments for major partnerships are handled by the CSO, Business Owner, and relevant professional functions within their authority.
    6. Establish and maintain the Strategic Partnership Pipeline and regularly report key opportunities, current stages, risks, next actions, and decisions needed to the CSO.
11. Partnership Execution & Value Tracking
12. 1. For approved strategic partnerships, support the Business Owner in establishing a project plan that identifies the business owner, partner contact, timeline, deliverables, and measurement metrics.
    2. Continuously track responsibilities, resources, promotion, systems, stores, and other implementation items for both parties and promptly update project progress and action items.
    3. Identify delays, unclear responsibilities, insufficient resources, or partner non-performance and drive the appropriate owners to address them. Escalate major or long-unresolved matters to the CSO or Business Owner promptly.
    4. Based on approved partnership objectives and metrics, coordinate relevant departments to collect actual results and organize reviews of revenue, traffic, resources, cost savings, market entry, brand, talent, or community value generated by the partnership.
    5. For partnerships with prolonged lack of substantive progress, failure to achieve expected value, or limited value from continued investment, prepare issue analysis and recommendations to adjust, pause, or terminate, and submit them to the CSO and relevant Business Owner for decision.
    6. Contracts, payments, indemnification, intellectual property, and formal legal documents are reviewed and confirmed by the CAO, CFO, and appropriate Business Owner.
13. External Meetings, Events & Company Representation
14. 1. As approved, represent the Company at general external meetings and events involving government agencies, chambers, industry organizations, universities, and communities. Major government, senior-level, or strategic relationship meetings are attended or led by the CSO or a Company-designated leader.
    2. Before meetings, define communication objectives, approved Company messaging, attendees, sensitive issues, and matters that cannot be committed to, and prepare necessary background materials and Talking Points.
    3. After meetings, prepare meeting minutes and action items documenting the other party’s concerns, approved Company commitments, owners, and due dates, and continuously track items through closure.
    4. Do not accept media interviews on behalf of the Company or disclose Company operations, financing, investments, or non-public strategic information without approval.
    5. Matters involving media, brand, and public communications are led by the Marketing leader; this position provides relationship coordination and strategic-information support.
    6. Matters involving legal issues, government compliance, lobbying, political contributions, or formal commitments must be submitted to the CAO for prior review.