Organizational Change Leader

Union Tank Car Company & Procor As a part of the global industrial organization Marmon Holdings—which is backed by Berkshire Hathaway—you’ll be doing things that matter, leading at every level, and winning a better way. We’re committed to making a positive impact on the world, providing you with diverse learning and working opportunities, and fostering a culture where everyone’s empowered to be their best.

Must be eligible to work in Chicago, IL, without visa sponsorshipLOCATION REQUIREMENT - MUST RESIDE WITHIN COMMUTING DISTANCE OF OUR CHICAGO HQ OFFICE FOR A HYBRID (MINIMUM 2 DAYS/WEEK) IN OFFICE ENVIRONMENT.POSITION SUMMARY The Organizational Change Leader will lead the people‑side of change for our enterprise‑wide ERP implementation, Organization Integration & Optimization and additional organization-wide change initiatives as assigned. Over the next three years, this role will drive stakeholder alignment, readiness, and adoption for significant changes in systems, processes, automation/technology, and roles & responsibilities.

In partnership with the ERP program, HR, IT, Finance, Operations, and business leadership, the OCM will define and execute a comprehensive change strategy that minimizes disruption, accelerates proficiency, and realizes business case benefits.

KEY RESPONSIBILITIES Enterprise ERP Transformation Change Strategy & Governance:
Lead the change workstream for the ERP program; establish governance, tollgates, and cadence with the PMO and SI partner; integrate change plans with program plan, cutover, and hyper care.

Stakeholder & Sponsorship:
Map stakeholders; create a sponsor roadmap; coach executives and people leaders to model and reinforce change.

Change Impact & Readiness:
Conduct impact assessments for processes, policies, roles, org structure, and competencies; drive mitigation actions and readiness plans.

Communications:
Build an executive and field‑level communications plan (town halls, leader toolkits, FAQs, short videos, Yammer/Teams posts, “day‑in‑the‑life” narratives).Training & Enablement:
Partner with HR/L&D to run training needs analysis; define curricula, learning paths, and train‑the‑trainer; coordinate with LMS and site leads; produce job aids and quick‑reference guides.

Change Network & Super Users:
Stand up and lead a change agent/super‑user network across functions and sites to support testing, UAT, and go‑live adoption.

Cutover & Hypercare:
Prepare the organization for cutover; stand up command‑center routines; monitor adoption, sentiment, and issue trends post‑go‑live; close feedback loops.

Adoption & Benefits Realization:
Define and track adoption KPIs (e.g., role‑based training completion, proficiency curves, reduction in manual workarounds, utilization of standard processes), and partner with Finance/PMO to connect to the ERP business case.

Organizational Transformation (Integration & Optimization)“One Company” Ways of Working:
Drive harmonization of processes and role expectations; support leader assimilation and team norms across the integrated platform. (Aligned to our centralization and ERP journey.)Org Design & Role/Responsibility Clarity:
Partner with HR and business leaders on org design implications, role mapping, RACIs, and job description updates; support change‑related staffing transitions and communications.

Culture & Leadership Enablement:
Build leader playbooks and facilitated sessions to reinforce desired behaviors, decision rights, and cross‑BU collaboration.

Readiness &

Risk Management:

Maintain an integrated change risk register for the integration; escalate and resolve resistance hotspots and capacity constraints.

Program Ways of Working Data‑Driven Change:
Stand up dashboards (e.g., Power BI) for readiness, sentiment, and…