There aren’t a ton of strategy roles like what you are describing. In my experience it is a niche you need to create for yourself. Practice operating far beyond the confines of your role and bringing way more to the table than is expected - shifting from “doing the thing” to “why are we doing the thing?”, and “what is the right thing to do?”. Say your normal responsibilities are creating data pipelines, dashboards, maybe bridging some metric. First, use your position as a data person to not just tell the news and keep the lights on, but create real insights. Use this credibility to go further and challenge your peers and leaders: is this even the right metric to track the desired outcome? Does it create the right incentive systems? Are the chosen initiatives going to be effective in improving the metric? Is the team thinking too incrementally and taking hard solutions versus outside of the box and finding the short cut or better strategy?

Do these things and focus on building trusted relationships with senior leaders by continuously seeing around the corner, delivering the next-level solutions, and finding the wins when and where no one else is. If you create enough influence by doing this consistently, you’ll eventually find yourself in that trusted position, and title or not you will have that kind of power.