Director, Business Process Excellence

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Longmont, CO, US

2 days ago Requisition

Salary Range: $ To $ Annually

Who We Are

Stored Energy Systems (SENS) is an award-winning manufacturer of premium quality power conversion products located in Longmont, CO. In business for over 50 years, SENS is the market leader with a proven track record of providing highly reliable battery chargers, DC power systems, and related products to industrial markets. For more information on our company please see our web site at  .

The Director, Business Process Excellence is the program lead for the company's Business Process Excellence (BPE) team, a continuous, company-wide effort to increase execution velocity, scalability, and enable growth without proportional increases in headcount and cost. The Director owns the improvement methodology, governance, tooling, and project pipeline, while partnering with department leaders, and C-Level executives who retain ownership of their own processes, to execute and sustain results.

The Director chairs portfolio management activities, reports program status and outcomes to the Business Process Steering Committee (BPESC) and is personally accountable for benefits realization across the initiative portfolio.

This role requires someone equally comfortable setting strategy with the Executive Leadership Team (ELT) and rolling up their sleeves to map a process, resolve a cross-departmental roadblock, or hold a team accountable to a delivery date.

Responsibilities

Program Ownership & Governance

• Own the overall BPE program: charter, objectives, operating model, and multi-initiative roadmap.
• Chair portfolio management activities and serve as the primary liaison to the BPESC (comprised of the ELT plus the program lead), reporting monthly on portfolio status, resource needs, and roadblocks.
• Maintain and enforce the Tier I/II/III project classification system and associated capacity allocation (70% Tier I, 20% Tier II, 10% Tier III), The director is responsible for adjusting this mix as the portfolio evolves.
• Escalate risks, roadblocks, and resourcing gaps to the BPESC in a timely manner.
• Establish a BPE Center of Excellence (CoE) to implement standards, methods, tools, and approaches that are repeatable and scalable.

Initiative Discovery & Prioritization

• Lead structured discovery with the ELT, including one-on-one interviews and value-stream walkthroughs of core end-to-end flows (e.g., quote-to-cash, order-to-delivery), to surface high-value candidate initiatives grounded in evidence rather than open brainstorming.
• Facilitate ELT prioritization workshops, scoring candidate initiatives on business impact (velocity, financial, or scalability gain) versus Level of Effort (LOE) and feasibility.
• Recommend and drive consensus on the top initiatives for active investment, ensuring Tier I projects span at least two departments where handoff friction exists.
• Re-evaluate and reprioritize the portfolio upon completion of each initiative or as may be required if the portfolio changes.

Delivery & Methodology

• Direct execution of the standard working method across active initiatives: as-is process mapping, to-be design (cross-functional), removal of non-value-added steps, roadblock identification, plan-building (owners, timelines, dependencies), and execution oversight.
• Ensure every initiative has a clear, measurable benefits case tied to program objectives (velocity, scalability, quality, consistency, visibility & data integrity, or cost) before resourcing is committed.
• Ensure the Data & Systems Analyst establishes reliable, automated KPI reporting so leaders can manage the business by facts rather than anecdotes.
• Build and oversee a team consisting of the following to design, build, and deliver solutions that create measurable benefit for the company:
  • Business Process Analyst
  • 3 Business Process Engineers
  • Data and Systems Analyst

Department Partnership & Change Management

• Build and maintain strong working relationships with ELT members and their direct reports, ensuring departments supply engaged initiative owners and dedicate the resources required for success. Escalate to the appropriate ELT member if engagement or execution decreases.
• Work with each ELT department to designate and support embedded Process Owners or Departmental Champions who keep initiatives on schedule and sustain gains after the core team disengages.
• Reinforce the governance principle that the CoE drives and supports projects but does not own departmental processes. Accountability for outcomes remains with the business.
• Champion continuous improvement as a durable organizational capability, not a one-time project, including training and enabling frontline practitioners.
• Escalate delays or roadblocks early before they cause delivery or execution delays.
• Track and report progress against the program's core objectives and…