Business Transformation Leader

Eaton Corporation•Menomonee Falls, WI

21h•$146,000 - $215,000•Remote

About The Position

Eaton’s ICD (Industrial Controls Division) is currently seeking a Business Transformation Leader to join the team. This is a remote role within the US with approximately 10% travel. Are you a transformational leader who thrives on simplifying businesses, unlocking profitable growth, and making tough strategic decisions? As ICD’s 80/20 & Business Transformation Leader, you'll partner directly with the VP/GM and senior leadership team to accelerate our Drive for Five journey to $500M in revenue. This is a unique opportunity to reshape a global industrial business by determining what to scale, what to simplify, and where to invest for maximum impact. The expected annual salary range for this role is $146000 - $215000 a year. This position is also eligible for a variable incentive program. Please note the salary information shown above is a general guideline only. Salaries are based upon candidate skills, experience, and qualifications, as well as market and business considerations.

Requirements

Bachelor’s degree from an accredited institution
Minimum 10 years of progressive manufacturing leadership experience with a mid or large-sized global industrial manufacturing company
Minimum 5 years deploying and leading enterprise-wide 80/20 initiatives and programs with a proven track record in business transformation, complexity reduction, and margin expansion

Nice To Haves

Experience leading portfolio rationalization and product lifecycle decisions
Background in Lean, continuous improvement, or operational excellence
Multi-site manufacturing exposure
Experience embedding enterprise-wide capabilities

Responsibilities

Define and lead the division’s 80/20 strategy across product, customer, and operational dimensions.
Develop QUADS and QUARTILES and drive segmentation across product lines.
Establish governance, decision frameworks, and operating cadence.
Build and institutionalize repeatable 80/20 methodologies, playbooks, and tools.
Serve as the overarching integrator, ensuring alignment across Product, Sales, and Operations.
Co-lead portfolio segmentation (core vs. non-core) and long-term focus strategy.
Drive SKU and variant rationalization, platform consolidation, and lifecycle discipline.
Establish NPI “complexity gates” to ensure new products align with simplification goals.
Balance growth and simplification through productive tension with Product Management.
Define and implement customer segmentation (A/B/C tiers) based on value and cost-to-serve.
Partner with Sales to prioritize top-value customers and channels and improve price realization and commercial discipline.
Lead efforts to reduce low-value/custom complexity (e.g., order patterns, customization).
Partner with Plant Managers, Ops leaders and Engineering to reduce SKU-driven manufacturing complexity, standardize BOMs, routings, and processes, and improve flow, throughput, and lead times.
Drive cross-site alignment to simplify footprint and production strategies and increase capacity without significant CapEx.
Redirect investment (engineering, capital, talent) toward core platforms and high-growth segments.
Eliminate low-value activities and enforce “stop-doing” discipline.
Own value capture tracking (margin improvement, cost reduction, working capital).
Embed 80/20 thinking into leader behaviors and daily decision-making.
Develop training material and train and coach leaders on value-based prioritization and trade-off decision-making.
Develop internal capability through standard work, toolkits, and leader training.
Lead RIE events and utilize lean principles to drive business simplification and transformation.
Ensure sustainability beyond individual initiatives.