Manager, Strategy & Transformation; Merger Transformation

The Team

Join a team of talented professionals with deep business and finance transformation experience who guide clients through major transactions, including M&A, carve-outs, IPOs, system implementations, and organizational change. We help organizations define business strategy and execute transformation initiatives across operational accounting, financial process improvement, financial technology enablement, FP&A, liquidity and cash reporting, regulatory reporting, risk management, and transactions.

Join a team of talented professionals with deep business and finance transformation experience who guide clients through major transactions, including M&A, carve-outs, IPOs, system implementations, and organizational change. We help organizations define business strategy and execute transformation initiatives across operational accounting, financial process improvement, financial technology enablement, FP&A, liquidity and cash reporting, regulatory reporting, risk management, and transactions.

This role flexes between two modes of work, sometimes simultaneously across different portfolios:

• One-time facilitation and mapping engagements: parachuting into a portfolio or cross-portfolio topic to run a focused workshop (e.g., process mapping, journey mapping, current-state/future-state discovery), produce a clear artifact, and hand off findings and recommendations.
• End-to-end journey or workstream ownership: picking up and managing a cross-portfolio journey or initiative from discovery through execution, including planning, stakeholder management, and driving it to completion.

The successful candidate will move fluidly between these modes — sometimes running a single two-hour workshop, other times carrying a multi-month workstream — and will know how to prioritize and sequence their own time accordingly.

• Design, plan, and independently facilitate workshops (process mapping, journey mapping, current-state/future-state, root-cause, and requirements sessions) with minimal supervision, driving groups to a clear, documented outcome.
• Build and maintain process flow diagrams and end-to-end journey maps that connect activities, systems, and handoffs across multiple portfolios and lines of business.
• Identify where portfolio-level work creates gaps, redundancies, or conflicting decisions in a shared process, function, or customer/employee experience, and elevate or resolve them.
• Translate workshop output into clear artifacts (maps, decision logs, action plans, RAID logs) that portfolio and program leads can act on without needing the facilitator in the room.

• Where assigned to own an end-to-end journey or workstream, build the plan, sequence the work, and tactically execute with limited day-to-day direction.
• Apply program/project management discipline (scope, milestones, dependencies, RAID, status reporting) to cross-portfolio initiatives that don't sit neatly inside a single portfolio's existing governance.
• Manage a variable workload — balancing standalone facilitation requests against longer-running workstream ownership — and proactively flag capacity conflicts rather than absorbing them silently.

• Build trust quickly with portfolio leads, project teams, and subject matter experts who may not have worked with this person before and did not ask for the engagement.
• Ask questions and probe assumptions without being told to — surfacing risks or gaps that portfolio-level teams, focused on their own scope, may not see.
• Communicate findings and recommendations in a way that lands with both working teams and senior stakeholders.

• BA/BS in Business, Finance,…