VP, Business Transformation

Own Overall Program Success:

• Be accountable for whether Farside delivers on its intended outcomes — operating model improvement and financial value capture.
• Maintain a clear, honest view of program health from the business side and surface risks before they become go-live blockers.
• Report to executive leadership with the credibility and directness of an owner.

Remove Roadblocks — Relentlessly:

• Identify what is blocking business transformation progress and remove it through direct problem-solving or escalation.
• Move fast — issues that aren't resolved in days cost weeks.
• Partner with the P&T STL on go-live sequencing and readiness coordination.

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 and hold the team accountable for results, not activities.
• Build institutional capability that outlasts the program — operating model methodology, change adoption practice, and documented playbooks.

Drive Operating Model and Org Design:

• Own the operating model work that converts system capability into business change — process redesign, accountability mapping, and workflow transformation.
• Lead Finance post-Workday operating model design: workflow changes, role changes, and NetSuite transition.
• Map fragmented operations across ecosystems, size the cost of fragmentation, and drive standardization decisions.