Title: Director, Organizational Change Management
The Role
The Director, Organizational Change Management owns the organizational change management discipline for the company. This role builds and runs the change approach that drives awareness, knowledge, ability, and reinforcement across impacted stakeholder groups, including executives to front-line managers and staff. This role will work across a portfolio of business transformation initiatives, not a single program. The mandate spans functions, processes, technology, roles, and ways of working: wherever an initiative changes how the business operates, this role owns the organizational adoption of that change.
This role owns organizational readiness: assessing change impact across functions and business units, setting readiness criteria and ongoing assessment, adoption measurement and escalations that supports major program decisions with evidence. This role will partner with business leaders who own adoption within their organizations. The Director is accountable for organizational adoption outcomes — reduced reliance on workarounds, readiness gaps closed, and sustained adoption of new processes, systems, and ways of working.
Essential Functions
Organizational Change Management Strategy & Leadership
Develop and lead the organizational change management strategy and methodology for Company, applied consistently across current and future initiatives spanning finance, technology, legal, HR and commercial workstreams.
Build a replicable change management framework and playbook that scales as new initiatives and workstreams launch, rather than a bespoke approach tied to any one program.
Define change management success metrics and adoption KPIs, including reduced reliance on workarounds, readiness gaps closed, and adoption rates of new processes and ways of working. Own reporting on them to the executive leadership.
Partner with executive sponsors and initiative leaders to drive visible, active leadership engagement and alignment behind each change.
Identify organizational and adoption risks across the portfolio and build mitigation plans ahead of them becoming issues.
Organizational Impact, Readiness & Operating Model Change
Lead organizational change impact assessments covering business processes, roles, policies, controls, technology, and operating models
Build stakeholder impact profiles and readiness plans for impacted functions or business units, calibrated to the nature of the change rather than a single template.
Partner with business leaders to close readiness gaps before launch and identify required changes to ways of working and operating rhythms to ensure new processes stick following the change
Own stabilization and adoption monitoring after each initiative goes live, flagging reversion to old processes or workarounds.
Leadership Alignment, Manager Enablement & Adoption
Design and lead leadership alignment program so executive sponsors and senior leaders have visibly into operating model changes and are able to support reinforcement of each change.
Build and lead manager and people-leader training so managers can lead their teams through change
Build and lead a Change Champion Network model that flexes drives broad enterprise change impact for large-scale initiatives and major changes
Own communications strategy tailored by audience across the initiative portfolio, partnering with internal communications team
Own training programs and materials that reflect the actual process, role, and operating-model changes introduced, not generic or system-only content.
Measure training effectiveness and adoption through knowledge assessments and usage or behavior metrics, and establish the feedback loop that surfaces adoption risk directly from the business.
Own post-launch reinforcement across initiatives to sustain behavior change and protect the value each initiative is meant to deliver.
Qualifications
To perform this role successfully, the candidate must be able to perform…