Service Model Transformation Manager

The Senior Manager, Service Model Transformation is a senior individual contributor role accountable for advancing the Future Choice service model as the program, product, and customer journeys evolve. Positioned below the Director level and above staff-level execution roles, this position requires the judgment, business acumen, and organizational perspective to operate independently, influence across functions, and translate each program iteration into clear service impacts and operational priorities.

The successful candidate will assess what is required to operationalize the model, drive prioritized actions toward the target state, and build strong relationships across Retirement and key business teams. The operating model will be used primarily as a governance mechanism to clarify decision rights, ownership, dependencies, and alignment with key business stakeholders and the service model. This role has no direct people‑leadership responsibilities.

• Lead the evolution of the service model as program scope, product design, customer journeys, and delivery decisions iterate.
• Apply strong business acumen to assess each iteration for impacts to service experiences, capabilities, processes, roles, hand-offs, technology, data, controls, training, communications, and change readiness.
• Define the requirements, gaps, dependencies, and decisions needed to operationalize the service model and achieve the target state.
• Translate analysis into practical recommendations, accountable owners, and sequenced actions aligned to program milestones and business priorities.
• Manage multiple concurrent work streams, priorities, and deliverables with disciplined planning, follow-through, and attention to deadlines.
• Develop and maintain productive relationships across functions and teams, adapting engagement and communication approaches to different stakeholder needs.
• Facilitate cross‑functional working sessions, synthesize diverse perspectives, resolve ambiguity, and influence timely decisions without direct authority.
• Establish and facilitate operating‑model governance to align key business stakeholders, confirm decision rights and ownership, manage dependencies, and maintain alignment with the service model.
• Communicate complex analysis, service impacts, risks, and recommendations clearly to working teams, business leaders, and executive stakeholders.
• Maintain traceability between evolving program decisions, service‑model impacts, operationalization requirements, governance decisions, and approved outcomes.
• Support communication, socialization, readiness, and adoption so business teams can consistently implement and sustain the service model.

• An iteratively maintained service model reflecting current program, product, journey, and operational decisions.
• Service‑impact assessments identifying changes to experiences, capabilities, processes, roles, hand‑offs, technology, controls, and business readiness.
• A current‑state‑to‑target‑state gap analysis with prioritized operationalization requirements, dependencies, decisions, and recommendations.
• A sequenced operationalization roadmap aligned to program milestones, accountable owners, and implementation readiness criteria.
• Service‑model artifacts for remaining go‑live journeys, subsequent development phases, and the Transitions workstream.
• An operating‑model governance framework covering stakeholder forums, decision rights, ownership, escalation paths, dependencies, and alignment checkpoints.
• Readiness, communication, and adoption materials that enable business teams to implement and sustain the target‑state service model.

• The service model remains current, decision‑ready, and aligned as the program, product,…