Managing Director, HR Product & Transformation

The HR Product Managing Director is accountable for defining, building, and scaling a centralized, dedicated HR product and transformation capability across service delivery, technology, AI–enabled workflows, automation, and process redesign. This leader will formally stand up and build a team responsible for identifying, prioritizing, designing, and scaling high‑impact HR transformation opportunities. Operating at the intersection of HR, technology, experience design, and analytics, this leader owns the end‑to‑end product lifecycle for the transformation of HR solutions—from problem definition and business case development through design, delivery, adoption, measurement and continuous optimization.

The HR Product Managing Director leads the organization’s efforts to define and execute the HR product, agentic solutions, automation, and workflow transformation strategy. They build and lead a small team of design experts who identify opportunities for transformation through AI, automation, and process redesign. The role partners cross‑functionally to build business cases for transformation, realign investments, redesign HR solutions and workflows, identify enabling technology needs and solution architecture requirements, and measure outcomes, product performance, adoption and realized business value.

The leader is accountable for delivering step‑change improvements in capacity, cost, speed, quality, experience and insight, working in partnership with HR Operations & Service Delivery, HR Technology, HRIT, People Analytics, Workforce Strategy, HR COEs and cross‑functional partners such as Technology, Finance, Data, Digital and AI.

• HR Product Strategy, Transformation Capability & Ownership – Own the vision, strategy and roadmap for transforming key HR services and workflows through AI‑enabled solutions, automation and process redesign; form and scale a central HR product and transformation capability; translate HR, business and employee needs into clear product strategies, prioritized backlogs, business cases and release roadmaps; ensure product value delivery; act as the voice of the customer;
  
  embed solutions into employee and manager workflows; transition solutions to BAU; build and manage the People AI use‑case portfolio.
• Transformation Design, AI & Workflow Redesign – Build and lead a team of product owners, design experts, analysts and solution leads; establish a repeatable design‑led approach to identify, assess and prioritize transformation opportunities; build business cases that quantify value; redesign HR services, policies and processes; partner with HR Technology and HRIT to define technology needs, integration requirements, data dependencies and implementation pathways;
  
  define and lead the HR agent strategy and ecosystem; replace manual processes with scalable orchestration models.
• Product Delivery, Governance & Agile Execution – Own the product transformation backlog, prioritization, sequencing and release planning; establish and lead a disciplined intake, governance and prioritization model; aggregate demand into an enterprise roadmap; partner with HR Technology, HRIT, engineering, vendors and delivery teams to design, build, test, deploy and scale solutions; lead rapid prototyping and iteration; establish the HR&S AI governance model and partner with Legal, Privacy, Risk, Security and AI governance teams to ensure safe, compliant, auditable and trustworthy solutions.
• Measurement, Outcomes & Continuous Improvement – Partner with People Analytics to define, track and report success metrics tied to business outcomes including capacity creation, reduced cost‑to‑serve, improved experience, etc.; define and monitor product performance metrics; use data to refine, optimize and scale solutions; define success for People AI initiatives; partner with adoption and change leaders for rollout, readiness, communications and behaviour‑change.
• Cross‑Functional Leadership – Serve as a connector across HR, HRIT, Data, Finance, Technology, AI and business leaders; influence senior stakeholders; participate in enterprise governance forums; balance innovation, capacity, risk,…