Director Business Relationship Management

Position Summary

The BRM Director is an IT leader accountable for business engagement outcomes across an enterprise domain (a major business unit and/or enterprise function). The Director blends technology leadership with deep domain understanding to serve as a strategic partner to executives, shaping strategic demand and ensuring priorities are translated into a governed, transparent portfolio that reflects enterprise objectives, constraints, and tradeoffs. BRM Directors reside within IT, representing IT as a trusted partner while ensuring teams and delivery partners align around outcomes and value.

The Director is accountable for governance effectiveness and portfolio performance for the domain—ensuring decision quality and timeliness, prioritization adherence, escalation resolution, portfolio transparency, and value realization discipline. The role strengthens business case and value plan rigor and ensures outcomes are tracked and credibly communicated, while leading BRM talent and maturity progression across the domain.

• Ensure initiatives are designed for successful execution in plant environments, including coordination across facilities and alignment to site‑specific processes and standards.
• Drive measurable improvements in safety, quality, reliability, and operational efficiency through technology‑enabled solutions.
• Align IT solutions with plant systems and operational technologies (OT), ensuring they work effectively in real‑world production environments.

• Serve as the strategic interface between IT (BRM function) and the business partner to stimulate, surface, and shape business demand.
• Ensure potential business value from capabilities and assets is captured, realized, optimized, and recognized.
• Define and reinforce outcome measures and value hypotheses for top priorities; partner with initiative owners to validate and track.
• Measure and communicate business value realized with the business partner on a periodic basis (e.g., Quarterly Business Review (Q ) cadence).

• Ensure a healthy, well‑managed initiative portfolio is established and maintained in partnership with our PMO and senior delivery leaders (prioritization readiness, status transparency, risks/issues, dependencies, and decisions needed).
• Ensure consistent progress and predictable execution through disciplined escalation management and risk avoidance.
• Own the portfolio narrative and governance: communicate priorities, tradeoffs, progress, risks, and value outcomes in a way that enables timely decisions and stakeholder confidence.
• Ensure major solution implementations (e.g., ERP and enterprise platforms) have integrated readiness: requirements quality, test discipline, cutover readiness, adoption planning, and stabilization.

• Establish and run the business‑facing communications cadence aligned to governance routines and key milestones.
• Produce executive‑ready materials that translate delivery status into business impact language (what changed, why it matters, what’s next, and decisions needed).
• Maintain a single, trusted source of truth for “what’s in flight / what’s next / what decisions are needed,” ensuring consistency across stakeholders.
• Capture and communicate meaningful wins and value outcomes; ensure follow‑through on actions and decisions.

• Collaborate with business units to analyze and measure the effectiveness of existing business processes.
• Identify sustainable, repeatable, and quantifiable process improvements focused on business value (not just solutions).
• Translate needs into capability requirements and decision‑ready options, including digital awareness, risk assessments, business continuity, and measurable outcomes.
• Promote adoption and continuous improvement to ensure benefits are realized and sustained.

• Develop and maintain multi‑year business capability roadmaps aligned to…