Principal, Operations & Governance Enterprise Operations; EO - Chief of Staff Office

Position: Principal, Operations & Governance Enterprise Operations (EO) - Chief of Staff Office
Location: Spring

This is a senior individual‑contributor role for someone who thrives at the intersection of  
** execution discipline, strategic enablement, and leadership effectiveness** .

As  
** Principal, Operations & Governance** , you will sit at the center of Enterprise Operations (EO), partnering closely with and reporting to the EO Chief of Staff in support of the Chief Enterprise Operations Officer (CEOO). You will own the  
** operating backbone
** that enables EO leaders to move faster, make better decisions, and stay focused on the work that matters most.

This role acts as the  
** strategy‑to‑execution and performance enablement layer
** for EO - translating leadership priorities into clear plans, visible metrics, disciplined governance, and reliable follow‑through. It is designed for a  
** force multiplier
** who sees ambiguity as their lane and takes pride in  
** owning outcomes, not just contributing to them** .

** What You'll Do:*
* ** Own the EO Operating System*
* + Run and continuously improve EO's operating rhythm and governance, including leadership forums, materials, and decision standards.

+ Own EO governance artifacts end‑to‑end: operating rhythm playbooks, escalation rules, meeting charters and templates, and the Teams/Smartsheet ecosystem that supports execution.

+ Set and enforce a high quality bar for executive materials, decision framing, and follow‑through.

+ Protect leadership time by shifting conversations from status to decisions, trade‑offs, and actions.

** Run the EO LT BPM Forum*
* + Own and run the EO LT BPM forum as a primary mechanism for staying connected to what's happening across EO.

+ Use the forum to surface progress, risks, dependencies, and emerging issues across the organization.

+ Ensure information flows effectively  
** down from the Office of the CEOO
** and  
** back up from the business** , creating a tight feedback loop.

+ Leverage BPM insights to help EO leaders prepare for upcoming leadership discussions and decision points.

** Enable Executive Readiness & Follow‑Through*
* + Partner closely with the EO Chief of Staff and CEOO to prepare for and follow up on key leadership forums, including:

+ EO LT face‑to‑faces (F2

Fs)

+ EO LT First Team monthly huddles and F2

Fs

+ Monthly extended staff meetings

+ EO QFRs and other enterprise leadership reviews

+ Ensure clarity on objectives, decisions, and actions before each forum - and disciplined follow‑through afterward.

+ Translate leadership outcomes into clear ownership, timelines, and next steps across EO

** Strategy & Operating Planning Enablement*
* + Design and run EO's  
** annual priorities and operating planning processes** , including timelines, forums, templates, and readiness standards.

+ Translate CEOO and EO LT priorities into a structured  
** Annual Operating Plan** , with clearly defined initiatives, owners, milestones, and review cadence.

+ Ensure strategic priorities are consistently reflected across EO operating rhythm forums (BPM, QFRs, EO LT) and do not degrade into ad‑hoc tracking.

+ Serve as the  
** process owner
** for strategy‑to‑execution translation - while strategy definition and trade‑off decisions remain with the EO Chief of Staff, CEOO, and EO LT.

** Performance Management & Visibility ('Single Pane of Glass')*
* + Own EO's  
** performance management operating system** , including the CEOO dashboard, balanced scorecards, and QFR materials.

+ Create and maintain a  
** single‑pane‑of‑glass view
** of EO performance, initiative progress, risks, and actions to support timely, informed leadership decisions.

+ Define performance review standards (metrics, refresh cadence, insight vs. status) so forums are decision‑oriented rather than report‑oriented.

+ Orchestrate inputs across Finance, HR, Digital, and functional teams - without duplicating source‑of‑truth ownership.

** Drive Momentum Across EO*
* + Identify gaps in ownership, alignment, or execution and step in to close them.

+ Drive cross‑functional initiatives from ambiguity to completion - aligning stakeholders, resolving friction, and sustaining momentum.

+ Surface trade‑offs and escalate thoughtfully when decisions are required.

+ Create structure where none exists and…