VP, HR Technology, Transformation & Insights

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The VP, HR Technology, Transformation & Insights sets the strategic direction and business case for the technology and analytical backbone of the HR function during a pivotal period of enterprise transformation. This role co-owns the vision, roadmap, and outcomes for the large-scale HRIS (Workday) implementation, in partnership with GTO's VP, Corporate Applications, and defines the workforce planning, people analytics, and reporting agenda that gives the CHRO, ELT, and Board a real-time, credible view of the organization's human capital.

This is a strategy and governance role: the incumbent translates a still-evolving HR operating model into a technology and data vision that is scalable, well-governed, and directly supports the company's turnaround narrative — from headcount governance and spans-and-layers reporting to succession planning tools and Board-level human capital metrics. Day-to-day HRIS configuration, workflows, and delivery execution sit with the Director, HR Systems & Analytics, who reports into this role;

the VP owns direction, prioritization, executive sponsorship, and accountability for outcomes. The role also operates in close, ongoing partnership with GTO on system architecture, security, and infrastructure, and with the enterprise data governance and AI governance functions on data and AI matters affecting employee data.

HRIS Strategy & Co-Ownership

• Set the strategic direction, business case, and success criteria for the enterprise Workday implementation, co-owning outcomes and executive accountability with GTO's VP, Corporate Applications, while the Director, HR Systems & Analytics leads day-to-day design, configuration, and delivery.
• Shape module sequencing and prioritization (core HR, compensation, talent, reporting) in partnership with IT, Finance, and external implementation partners, aligned to business priorities and the broader HR operating model.
• Own post-implementation governance strategy jointly with GTO: system ownership model, data stewardship principles, change-control philosophy, and the roadmap for future functionality (e.g., succession, learning, workforce planning modules).
• Set the requirements and standards ensuring the platform supports both shoreside and shipboard workforce structures, including the ship-to-shore data model and MLC-governed crew considerations where relevant.
• Sponsor and set the strategy for Business Change Management & Adoption of Workday, recognizing its enterprise-wide impact beyond HR — engaging functional and business unit leaders on adoption, training, and communication across the organization.

Workforce Planning & People Analytics

• Define the enterprise workforce planning agenda — headcount forecasting, spans-and-layers analysis, org design scenario modeling — in support of the Headcount Review Committee and broader turnaround cost discipline.
• Set the vision for a people analytics function that delivers self-service dashboards and executive-ready insight, replacing ad hoc, manually assembled reporting.
• Own recurring human capital reporting for the CHRO, ELT, and Board subcommittee, including performance management outcomes, attrition, span-of-control, and workforce composition metrics.
• Partner with Total Rewards and Talent Acquisition COEs to ensure compensation, performance, and hiring data feed a single, trusted analytics layer.

Technology Strategy & Transformation

• Co-own the multi-year HR technology roadmap with GTO's VP, Corporate Applications, ensuring platform decisions are scalable, cost-disciplined, and aligned to the company's broader…