Public Service - Education Management Consulting Senior Manager – Transformation Lead

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Higher education is in the middle of one of the most significant operational transformations it has seen in decades. Institutions are rethinking how they manage finance, HR, payroll, procurement, and research administration, moving away from legacy systems and fragmented processes toward integrated platforms that can support the pace and complexity of a modern university or college.

All of this while the promise and reality of AI is changing the way we deliver and the opportunities for functional transformation inside and outside of the ERP.

The stakes are real. These are not back-office projects. They touch every faculty member, every department administrator, every researcher managing a grant, every employee waiting on a paycheck. Done well, they unlock institutional capacity that was previously buried in manual processes and disconnected systems. Done poorly, they create disruption that takes years to recover from.

Our Education practice is at the forefront in driving this reinvention - working with universities, four-year colleges, and community colleges on the strategy, readiness, and implementations that matter most to them. If this market excites you and you have the experience to make a difference in it, we would like to meet you.

As a higher education transformation lead, you combine higher education functional expertise with the ability to lead complex, technology-enabled institutional transformation, from strategy and readiness through design, implementation, stabilization, and value realization. We are seeking individuals that have demonstrated this through overall program delivery or deep experience in specific functional domains such as Finance, HR, payroll, procurement, or research administration is where you built your career and where your credibility lives.

Higher education implementations fail for predictable reasons, and they are almost never about the technology. They fail because the complexity of decentralized operating models was underestimated. Because change management in a shared governance environment was treated as a communications exercise instead of a sustained engagement strategy. Because the research enterprise was bolted on late instead of designed for from the start.

Because integration dependencies with student systems, advancement platforms, and research administration tools were discovered in testing instead of scoped in design. Because data migration, including payroll history, grant encumbrances, and position control records, was under planned and politically underestimated.

The practitioners we are looking for understand all of this before the project kickoff. We are looking for:
Finance leaders who knows that a university close cycle feeds board materials and…