VP, Business Transformation

How This Role Partners

The Farside program has two co-leaders at the VP level: the P&T STL, who owns system delivery and product outcomes — how the platforms are built, configured, and what capabilities they deliver — and this role, who owns organizational transformation outcomes — how the business operates on top of those platforms, whether change adoption is real, and whether the financial value is captured. Both are outcomes-oriented; they own different parts of the same result. 

 

In practice: when a technical go-live exposes a business-side gap, this leader owns resolution. When an ecosystem is not ready to absorb a system change, this leader owns getting it ready. When the program needs a unified view of what is happening on the business side — across Workday, Salesforce, and OCM — this leader provides it and is accountable for the answer. 

What You'll Do

Own Overall Program Success 

• Be accountable for whether Farside delivers on its intended outcomes — not whether technical milestones are hit, but whether the operating model on the other side is measurably better and the financial value is captured 

• Maintain a clear, honest view of program health from the business side — surface risks before they become go-live blockers, resolve them with speed, and ensure no business-side gap delays a go-live 

• Report to executive leadership with the credibility and directness of an owner — not a status updater 

 

Remove Roadblocks — Relentlessly 

• Identify what is blocking business transformation progress and remove it — through direct problem-solving, stakeholder alignment, or executive escalation, at whatever level it takes 

• Move fast. This program is live. Issues that aren't resolved in days cost weeks. 

• Partner with the P&T STL on go-live sequencing and readiness — when technical and business-side work need to move together, own the coordination at the leadership level 

 

Lead the Business Transformation Team 

• Build and lead a small, high-impact team covering program execution, organizational change management, and business transformation support 

• Set outcome-level expectations — your team is accountable for results, not activities — and hold them to it 

• Own change adoption outcomes: define what adoption looks like for each go-live, track the leading indicators, and hold the OCM lead accountable for hitting them — not for running activities 

• Build the institutional capability that outlasts the program — operating model design methodology, change adoption practice, and documented playbooks that make each successive go-live faster than the last 

 

Drive Operating Model and Org Design 

• Own the operating model work that converts system capability into business change — process redesign, accountability mapping, org structure decisions, and workflow transformation 

• Lead Finance post-Workday operating model design: what workflows change, which roles change, what the NetSuite transition looks like, and the full path to completion 

• Map fragmented operations across ecosystems, size the cost of that fragmentation, and drive decisions on what the right standard should be 

• Own the structural questions — what centralizes, what stays in ecosystems, what shifts between P&T and the business — and drive to resolution before go-lives create facts on the ground 

 

Accelerate Ecosystem Readiness 

• Own readiness for each Salesforce ecosystem migration on the business side — whether teams are genuinely prepared to operate differently, not just that systems are technically implemented 

• Build the repeatable readiness playbook that compresses time from 'ecosystem in queue' to 'ecosystem operating at adoption threshold' — and makes each go-live smarter than the last 

 

What You'll Bring

The right person for this role has done the hard parts before — personally, not just in organizations they led. Below is the experience profile of a strong fit. You don't need to check every box, but you should recognize yourself in most of them. 

 

You've owned outcomes, not just work 

• You can point to a specific process or operating model redesign you personally drove from diagnosis through implementation to a measurable result — and tell us exactly where it landed in the financials 

• You've operated in a live program or operating environment where decisions had to be made with imperfect information and waiting wasn't an option — and have the outcomes to show for it 

• You've removed a significant organizational obstacle — one that others had stopped trying to move — and can describe specifically what you did 

 

You've moved organizations you didn't control 

• You've persuaded an executive or GM to act on a recommendation they initially resisted — and can describe how you did it, not just that you did 

• You've operated in a matrixed environment with real accountability but limited authority across a complex set of stakeholders — functional leaders, ecosystem owners, finance, technology — and have outcomes to show for it 

• You've navigated a politically complicated situation with high stakes and can describe what you read correctly and what you would do differently 

 

You can size a business case and defend it 

• You've built the financial model for an operating model or structural decision — as the primary builder, not a contributor — and defended the assumptions to a CFO or equivalent under real scrutiny 

• You have examples of financial estimates you made that you can compare to what actually happened 

 

You know what good operating model work looks like 

• You've designed a future-state process or org structure that a team actually operated from — not a deliverable that was reviewed and filed — and can describe what changed in how the team worked because of it 

• You've diagnosed where an org structure or set of processes was misaligned with a strategy, built the case for change, and driven it to implementation 

• Background in management consulting (McKinsey, Bain, BCG, or equivalent Deloitte/Accenture operations practice) followed by 5+ years in an in-house operating role at a company that went through a major systems transformation, OR direct business-side ownership of a Workday or Salesforce transformation at a multi-unit organization — these are the two paths that most reliably produce the right person 

 

You've built and led a team 

• You've led a small, focused team in a transformation or operational context, set outcome-level expectations, and held people accountable to results — not to being busy 

• You've made a hard personnel decision when someone on your team wasn't performing — and you can describe the situation 

• Your direct reports operated with real autonomy, and you can describe the line between what you personally owned and what they owned 

 

This Is Not the Right Role For 

• Someone who defaults to program management when transformation work gets hard — this role includes real PM responsibility, but a leader whose instinct under pressure is to track and coordinate rather than to solve and unblock is the wrong fit 

• A pure strategist who produces frameworks — this person must drive from diagnosis to operational change, through their team, to a measurable result 

• A consultant who never led in-house — the recommend-and-move-on muscle is the wrong one — this role requires staying with the problem until the outcome lands 

• An operating model specialist without P&L accountability — this role is judged on financial and business outcomes, not on deliverable quality 

Skills & Experience You'll Need To Succeed

Functional Expertise 

• Operating model design and process redesign at enterprise scale — diagnosing fragmented or misaligned operations, designing the future state, and driving implementation through the organization 

• Organizational change management — sufficient command of OCM methodology (Prosci/ADKAR or equivalent) to direct an OCM practitioner to outcomes, set adoption targets, and hold the function accountable to results rather than activities 

• Financial modeling and business case development — building the model, owning the assumptions, and defending the output to CFO-level scrutiny; P&L accountability, not just project budget management 

• Cross-functional program coordination in a live transformation environment — managing interdependencies across technology, finance, operations, and commercial functions without formal authority over most of them 

• Org design and accountability framework development — designing role structures, decision rights, and operating rhythms that teams actually use 

• Executive communication and stakeholder management — translating complex program status into clear ownership and decision language for C-suite and board-level audiences 

 

Systems and Platform Familiarity 

• Workday (financials) — sufficient fluency to understand the operating model implications of configuration decisions and post-go-live operating requirements; technical depth not required 

• Salesforce platform (CRM, Marketing Cloud, Commerce Cloud, Service Cloud / Data Cloud) — same bar: able to discuss business-side operating model design and adoption requirements, not to architect the platform 

• Familiarity with the gap between technical go-live and business adoption in enterprise systems implementations — this is the terrain this role lives in 

 

Background Profile 

• 12–18 years of relevant experience spanning rigorous analytical work, operational execution, and team leadership 

• Management consulting background (McKinsey, Bain, BCG, or equivalent Deloitte/Accenture operations practice) followed by 5+ years of in-house operating experience at VP level — or direct VP-level ownership of a business-side enterprise transformation at a complex, multi-unit organization 

• Experience in a multi-brand or multi-unit company where different business units have meaningfully different operating models — ability to manage complexity without defaulting to one-size-fits-all standardization 

• Private equity or sponsor-backed environment experience preferred — familiarity with financial reporting cadences, lender-level accountability, and the pace of decision-making in a PE-backed operating company 

• Has personally led a team through at least one major system go-live from a business readiness perspective — not just been part of a larger program, but owned the business-side outcomes for a specific migration or rollout