Senior Director, Strategy & Transformation

Position Summary

The Senior Director, Strategy & Transformation plays a critical role in supporting the Business Unit Leadership Team to deliver the business strategy, achieve above-market growth, and drive transformative initiatives. The role is responsible for:

• Driving and operationalizing the business unit strategy and Long-Range Plan, collaborating with the Leadership Team, which retains ultimate ownership.
• Developing and executing Value Creation Plans across new growth areas, business transformation initiatives, and operational efficiency programs.
• Accelerating growth through Commercial Excellence, identifying and implementing the actions that unlock above-market growth potential.
• Defining and leading the AI strategy for the business unit, from use-case prioritization and governance through to deployment and measured return.
• Managing the Leadership Team agenda and the adoption of the Culligan Business System, including its tools, processes, and operating rhythm.

The Senior Director, Strategy & Transformation plays a critical role in supporting the Business Unit Leadership Team to deliver the business strategy, achieve above-market growth, and drive transformative initiatives. The role is responsible for:

• Driving and operationalizing the business unit strategy and Long-Range Plan, collaborating with the Leadership Team, which retains ultimate ownership.
• Developing and executing Value Creation Plans across new growth areas, business transformation initiatives, and operational efficiency programs.
• Accelerating growth through Commercial Excellence, identifying and implementing the actions that unlock above-market growth potential.
• Defining and leading the AI strategy for the business unit, from use-case prioritization and governance through to deployment and measured return.
• Managing the Leadership Team agenda and the adoption of the Culligan Business System, including its tools, processes, and operating rhythm.

The responsibilities below are weighted approximately 75 percent to strategy and transformation and 25 percent to artificial intelligence.

• Growth and Value Creation Plans
• Support and supercharge top-line growth by developing a pipeline of Value Creation opportunities including, but not limited to, Commercial Excellence disciplines such as value-based selling and upselling.
• Absorb and challenge the business unit sales strategy: size the opportunity in current and new segments, and test growth targets across volume, mix, and pricing for the dealer system
• Maintain a live pipeline of growth and operational efficiency opportunities grounded in consumer insight, market data, and business metrics, so the business stays ahead of the curve.
• Ensure Commercial Excellence and Value Creation Plan initiatives feed the strategy and the Strategy Deployment Process and are financially interlocked into the Long-Range Plan, budget, and actuals, with executable actions, named owners, clear time frames, and metrics.
• Strategic Planning
• Build, update, and detail the business unit strategy (where to play, how to win), including multi-year and in-year strategy-in-a-page, strategic initiatives, market and consumer context, organizational implications, and execution plan.
• Support the development and refresh of the Long-Range Financial Plan: identify the key levers of growth, quantify initiatives, opportunities, and threats, and prioritize by impact, effort, and organizational implication.
• Embed Long-Range Plan and strategic initiatives into the Strategy Deployment Process, translating them into executable initiatives with accountable owners, clear time frames, and measurable targets.
• Develop a deep understanding of the business: market and channel dynamics, dealer economics, consumer…