Senior Project Manager, ERP Transformation

Senior Project Manager, ERP Transformation

Department: IT

Employment Type: Full Time

Location: Greenwood Village, CO

Compensation: $140,000 - $175,000 / year

The Sr. Project Manager, ERP Transformation is responsible for leading Trinidad Benham's enterprise-wide ERP transformation program, overseeing the rollout of a custom-built ERP platform across 20+ facilities and business functions, including accounting/finance as well as operations. This role serves as the single point of accountability for program delivery across both business and Information Technology teams, driving execution, governance, stakeholder alignment, organizational change, and measurable operational improvements.

Working closely with executive leadership, including the CEO and CIO, this position influences strategic decisions, manages competing priorities, and ensures the successful delivery and adoption of solutions that support the company's long-term business objectives.

Reasonable accommodations may be made to enable individuals with disabilities to perform these essential functions.

• Own the integrated program plan end to end, building it where one does not yet exist, covering scope, schedule, milestones, dependencies, and resources across every workstream, including requirements, development, data migration, integrations, reporting, testing, and cutover.
• Set and defend the facility rollout cadence, and be accountable for increasing it as the program matures.
• Drive every contributing team, business and IT alike, to committed dates, and elevate immediately and at the appropriate level of leadership when a commitment is at risk.
• Maintain the program decision, risk, issue, and action lists with a named owner, a due date, and a current status on every open item, and personally chase items to closure.
• Present executive leadership with a single, unvarnished view of commitments and status across all teams, including when a delay originates inside Information Technology.
• Hold third-party vendors and implementation partners accountable to their committed deliverables and dates on the same basis as internal teams.

• Be accountable for the operational outcomes each release and each facility go-live is intended to deliver, not only for the go-live itself.
• Work with business owners to define measurable outcomes before work begins, such as order cycle time, inventory accuracy, financial close duration, on-time shipment, or labor per unit, and report achievement against them after each go-live.
• Challenge scope that does not create measurable business value, and press for the smallest release that delivers it, so working capability reaches users sooner and improves through iteration.
• Drive process improvement rather than process replication. Where the business asks to reproduce a legacy process in the new platform, surface it and bring the decision to the business owner and the steering committee.
• Ensure trade-offs between scope, date, and cost are made deliberately by the business, with downstream implications made explicit, rather than absorbed by default into the schedule.

• Serve as the single accountable owner of the program across Production, Warehouse Management, Accounting and Finance, Customer Service, Traffic, and Procurement, and across Business Applications, Software Engineering, Infrastructure, and Cybersecurity. One owner spanning business and IT, not one on each side.
• Establish and operate program governance, including an executive steering committee attended by the Chief Executive Officer and the functional executive leadership team, and maintain the risk and issue registers behind it.
• Prepare and personally present program status, decisions, and recommendations to the CEO and the executive leadership team, and produce material supporting Board-level reporting.
• Propose prioritization across product teams, confirm it with the functional leads, and escalating where agreement cannot be reached rather than absorbing the conflict into the plan.
• Hold business areas and Information Technology equally to agreed commitments on subject matter expert availability, testing windows, and decision turnaround.
• Serve as the point of contact that reduces the coordination burden carried by business leaders, escalating into IT on their behalf when they are blocked.
• Bridge communication between executive sponsors, business owners, end users, and the…