Head of Finance Transformation & Data Strategy, Managing Director
Listed on 2026-11-01
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Finance & Banking
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Business
Change Management
Who we are looking for The Managing Director, Head of Finance Transformation leads the strategy, governance and portfolio orchestration that advance the Finance transformation agenda as part of DART. Working with Finance and Treasury leaders, the other DART pillars and enterprise partners, the leader translates strategic priorities into an integrated, prioritized portfolio with clear accountability, disciplined program management and measurable outcomes.
Finance Transformation is not a centralized delivery or solution-design organization. Business and delivery teams remain accountable for execution and outcomes. Finance Transformation connects the dots, drives prioritization, sets governance and decision rights, resolves cross-functional conflicts and holds stakeholders accountable. The leader manages a small global team and uses AI as a force multiplier, pulling facts together, accelerating analysis and telling a clear story to both executives and the teams executing the work.
you will be responsible for
Develop the Finance transformation strategy and multi-year roadmap with Finance and Treasury leadership. Provide thought leadership, informed by industry trends and benchmarks, on where Finance should simplify, standardize, transform and invest. Recommend where initiatives should be accelerated, sequenced, reshaped or stopped based on value and capacity. Build strong partnerships with Enterprise Transformation and the enterprise Data & AI team so Finance demand uses existing enterprise capabilities before new solutions are pursued.
Use end-to-end process discovery and data to identify manual activity, fragmentation, control challenges and simplification opportunities, including high-risk spreadsheet-based end-user developed tools (EUDTs). Provide business‑case development as a service, helping sponsors establish baselines, quantify opportunities, define outcomes and articulate value. Sustain a continuous, fact‑based pipeline of opportunities ready for prioritization.
Own the intake, prioritization and portfolio governance framework, prioritizing on strategic alignment, value, risk, cost, capacity and readiness. Maintain a single, transparent view of investments, budget, commitments, benefits, risks and dependencies. Set program management standards and cadence so initiatives across the portfolio are planned, tracked and escalated consistently. Partner with the CFO organization to govern the transformation budget and total cost of ownership, with financial ownership remaining with the CFO organization.
Lead Finance requirements and fact‑based evaluation of software and implementation partners through the Sourcing process, and hold selected partners accountable for outcomes. Bring stakeholders together to resolve competing priorities, dependencies and conflicts.
Lead the evolution toward a domain/platform operating model with clear end-to-end accountability and reuse of common data, capabilities and strategic platforms. Translate process, capacity and cost insights into fact‑based operating-model and organization‑design recommendations, with Finance leadership and HR retaining decision authority. Ensure controls, auditability, data lineage and regulatory requirements are embedded by design, partnering with Controllers, Risk, Compliance and Audit.
Set standards for tracking benefits, adoption and realized value, and hold sponsors and initiative owners accountable for outcomes. Lead the change narrative for priority initiatives, with business owners accountable for adoption. Give senior leadership concise, fact‑based transparency into portfolio…
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