Director, Enterprise Performance & Reporting

Viasat, Inc.•Carlsbad, CA

17h•Hybrid

About The Position

We are thrilled to announce an exciting opportunity for a Director, Enterprise Performance & Reporting to join our dynamic team in Carlsbad, CA! This is a hybrid, site-based role that offers the perfect blend of office collaboration and remote flexibility. Employees will work from our Carlsbad office 3-4 days per week within a standard five-day workweek, with the remaining days worked remotely. The Director, Enterprise Performance & Reporting owns the enterprise performance reporting system: the metrics, the artifacts, and the operating rhythm that make improvement visible in the numbers rather than in a separate story. This role will partner with FP&A on benefit validation and with Engineering on the data architecture and tooling required to produce trusted, low effort reporting at scale. This role connects daily work to the financial plan. It owns the standards for daily management and the replication register, embeds strategy deployment artifacts into standard business and operating reviews, and ensures OKRs are aligned and traceable from the executive plan down to the work floor.

Requirements

Bachelor's degree in finance, accounting, business, engineering, data analytics, or a related field.
10-12+ years of progressive experience in FP&A, business operations, performance management, or enterprise analytics, including 4 or more years in an enterprise wide or multi business unit scope.
3 or more years of leadership experience, or demonstrated experience influencing and leading matrixed teams and practitioner networks.
Real continuous improvement exposure: has worked inside a Lean, Six Sigma, or business system environment (DBS, Fortiv) rather than only reading about it.
Demonstrated experience building or materially improving an enterprise reporting or metrics system, including standing up definitions, governance, and cadence where none existed.
Strong financial acumen: P&L literacy, cost structure analysis, benefit modeling, variance analysis, and the ability to reconcile operational metrics to financial statements.
Working knowledge of continuous improvement and strategy deployment methods: SDP, Hoshin, Bowlers, countermeasures, SQDICP, daily management, standard work, Kaizen, and Obeya visual management.
Fluency with OKR frameworks, including cascade design, leading versus lagging indicators, and traceability enforcement.
Hands on capability with data and BI tooling (for example Power BI, Tableau, SQL, or similar) and comfort working with Engineering on data models, pipelines, and data quality.
Practical experience applying AI or automation to reporting, forecasting, or anomaly detection, with sound judgment about where the output can be trusted.
Working knowledge of earned value and project performance measures sufficient to interpret portfolio health reporting produced by the strategic initiatives team.

Nice To Haves

Influence without authority. Able to hold business and function leaders to measurement standards and countermeasure commitments when those leaders do not report to this role.
Executive presence. Able to present to C suite audiences, deliver an unflattering number without softening it, and answer challenge with data rather than defensiveness.
Intellectual honesty. Protects the integrity of the numbers under pressure to make results look better than they are; this is the core requirement of the seat.
Translation ability. Moves fluently between the finance view, the operations view, and the executive view, and explains a metric to each audience in the terms it cares about.
Systems thinking. Sees the connection between a shop floor board, an OKR, and a line in the financial plan, and designs reporting that preserves that connection.
Facilitation and follow through. Runs performance reviews that end in decisions and owned actions, and chases countermeasures to closure without becoming the person who does the work.
Comfort with ambiguity. Can build a reporting standard while the underlying data, tooling, and operating model are still being defined.
Coaching orientation. Builds measurement capability in others rather than becoming the single person who can produce the report.
Written communication. Produces concise, decision ready material; disciplined about one source of truth over competing versions of the same chart.

Responsibilities

Own business performance metrics across the enterprise, including definitions, data sources, calculation logic, thresholds, and ownership for each measure.
Establish and maintain a single trusted reporting layer so leaders debate decisions rather than debating whose numbers are correct.
Bake Strategy Deployment Process (SDP) artifacts and processes into standard business reviews, monthly operating reviews (MOR), and the Obeya room, so performance reporting is part of how the business already runs.
Leverage AI and automation to reduce manual reporting effort, surface anomalies earlier, and expand analytical coverage without adding headcount.
Partner with FP&A to validate the financial benefits claimed by improvement initiatives and enterprise strategic projects, distinguishing run rate from one time impact and validated savings from forecast.
Ensure improvement results are traceable into the financial plan and appear in operating and financial reviews rather than in a parallel narrative.
Support sustainment auditing by providing the measurement backbone that shows whether gains hold after a project closes.
Lead monthly Bowler production and drive countermeasure chasing, ensuring red conditions have named owners, dated actions, and visible follow through.
Own daily management standards across the enterprise, including SQDICP boards, tiered escalation, and the visual management standard used in the Obeya room.
Own the replication register so proven countermeasures and improvements spread across sites, functions, and business areas instead of being solved repeatedly.
Ensure OKR alignment across business areas and corporate functions, and enforce traceability from enterprise objectives through function level goals to team level measures.
Identify misalignment, orphaned objectives, and metric gaps, and drive resolution with the accountable leaders.
Partner with Engineering and IT on the data architecture, pipelines, and tools required for reliable enterprise performance reporting.
Define reporting and analytics requirements, evaluate tooling options, and drive adoption of the selected standard (leveraging AI whenever possible).
Lead and develop analysts or reporting professionals as the function scales; coach part time practitioners in business units on measurement discipline and daily management standards.
Communicate performance results, risks, and countermeasure status clearly to executive audiences, including P&L owners and the executive leadership team.
Partner with the other leaders to ensure governance, continuous improvement methodology, and performance reporting operate as one integrated system.
Operate with a high degree of autonomy and take responsibility for the accuracy, timeliness, and credibility of enterprise performance reporting.