VP, AI Business Transformation

Purpose of the Role

Automated Financial Systems (AFS) is accelerating its digital transformation, and AI is a critical driver of enterprise value creation. We are seeking a VP, AI Business Transformation to serve as the orchestrator of this transformation – translating strategy into execution while shaping the operating model, governance and prioritization that enable AI to scale effectively across the organization.

The VP, AI Business Transformation is a member of the Management Committee and reports to the Chief of Staff and partners directly with the CEO and peers across Product, Engineering, Revenue, Operations, and Business Intelligence. The role operates as the enterprise owner of AI strategy, execution, and outcomes, ensuring alignment between AI initiatives and overall company value creation.

Scope of Responsibility and Authority

Own the enterprise AI transformation agenda by defining strategy, governance, operating models, and execution priorities; driving cross-functional delivery and responsible adoption; and ensuring AI initiatives generate measurable business value.

The role is empowered to define priorities, design systems, and recommend or select platforms, vendors, tools, and processes—while operating within AFS’s SOC/ISO/audit control environment. The VP partners closely with Risk and Compliance to ensure AI initiatives and operational decisions maintain fidelity to regulatory expectations, internal control requirements, and established governance programs.

The role is accountable for both building the initial AI capability directly and defining the structure, talent, and operating model required to scale the function over time.

Define and own AFS’s AI strategy and translate it into a clear, pragmatic AI enablement roadmap identifying priority use cases, sequencing, dependencies and value hypotheses.

Define AFS's LLM and AI platform strategy and lead the rollout of standardized AI tools (Claude, ChatGPT, Co-Pilot, etc.), frameworks, and usage practices across the enterprise.

Serve as a central coordinator across Legal, Compliance, Security, and Technology to ensure responsible and compliant AI adoption (FFIEC, SOC 2, and internal standards).

Own end-to-end execution of AI enablement initiatives – from concept through scaled deployment and lifecycle management. Some projects include:
Conversion AI-Enablement, Engineering AI-Enablement, BD/Sales AI Transformation, Customer Support AI Transformation, etc.

Upskill engineering teams and drive adoption of AI tooling, workflows, and best practices. Embed AI into the engineering lifecycle to improve development velocity, quality, and efficiency.

Support enterprise change management by building alignment, momentum, and shared understanding across leaders and teams.

Act as a trusted advisor to executive leaders and board on AI-related decisions, trade-offs, investment priorities, and implications.

Manage key AI vendors and strategic partners, ensuring solutions deliver measurable business outcomes, align with enterprise architecture and governance standards, and support AFS's broader AI strategy.

Define and track success metrics across AI initiatives, including adoption, performance, risk indicators, and business impact.

Define and build the future AI team, including hiring strategy and organizational design.

Establish AI as a core capability embedded across AFS product and engineering workflows.

Enable and accelerate delivery of AI-enabled capabilities that generate measurable customer and business impact.

Drive meaningful improvement in engineering productivity and time-to-delivered-value.

Establish enterprise AI governance, standards, and operating mechanisms that enable AI to scale responsibly.

Build the operating model, talent strategy, and governance foundation required to scale AI across the enterprise.

Success in the first year is defined by measurable improvements in delivery speed, cost-to-serve, product differentiation, and operational rigor—while remaining compliant with AFS’s SOC/ISO/audit expectations.

• Establish a transparent KPI dashboard reviewed with the CEO/ELT at least monthly (delivery speed, quality, cost, adoption, and risk/compliance indicators).
• Reduce external services spend by 30% through internal capability build, platform rationalization, and automation.
• Improve time-to-delivered-value by 50% for targeted…