VP, Business Transformation

Position Summary 

How This Role Partners

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