Director, Enterprise Process Owner

Domino's Corporate•Ann Arbor, MI

About The Position

The Global Business Services (GBS) Global Process Owner (GPO) is accountable for defining, standardizing, and transforming Domino’s global finance processes including the creation of end-to-end processes for Record-to-Report (R2R) and Order-to-Cash (O2C) as part of the GBS establishment effort. This role designs scalable global finance process standards, clarifies ownership and decision rights, embeds controls, enforces standard ways of working internally, defines performance measures (KPIs/SLAs), and partners closely with functional leaders, IT/Digital, and external providers to enable successful transition, stabilization, and process transformation focused on delivering best in class finance processes that drive continuous productivity for the organization. In addition to direct ownership of the R2R and O2C processes, this role owns the relationship with the outsourced provider(s) delivering other finance services and coordinates internal support capacity and enablement needs for all finance functions including FP&A, Internal Audit, ESG, Tax, and Treasury and is accountable for delivering these services to the finance leadership team, including the corporate controller. The EPO also serves as a cross-GBS governance and process mapping leader, ensuring consistent ways of working across workstreams during the build phase and as the processes continue to evolve.

Requirements

Bachelor’s degree in Accounting, Finance, Business, Information Systems, or related field.
10+ years of progressive experience in finance operations and/or end-to-end process ownership, including deep expertise in R2R and/or O2C within a complex, multi-entity environment.
Demonstrated experience defining and implementing global process standards, documentation (process maps, SOPs), and performance measures (KPIs/SLAs).
Strong working knowledge of controls, compliance, and audit requirements embedded into finance processes.
Hands-on experience partnering with IT/ERP teams on implementation or major enhancement initiatives that impact R2R/O2C.
Proven ability to influence across a matrix organization and drive adoption across regions/business units.
Ability and willingness to travel internationally up to 25% as business needs require.

Nice To Haves

Prior experience standing up or significantly transforming a GBS/shared services model (build/transition/stabilize), including governance routines and service-provider integration.
Experience selecting, contracting, and governing a business process outsourcing (BPO) provider (RFP requirements, evaluation, transition planning, SLA setup, escalation).
Demonstrated large-scale transformation experience (global standardization, operating model redesign, ERP-driven process change).
Advanced degree (MBA/MS) and/or professional certifications (CPA, PMP, Lean Six Sigma) a plus.

Responsibilities

Define the end-to-end global process scope for R2R and O2C, including inputs/outputs, handoffs, standard work, and accountable ownership.
Create simple, scalable global process designs aligned to Domino’s operating model and frontline realities (stores/franchisees), not just corporate needs.
Define guardrails for standard vs. allowable local variations.
Develop high-quality process maps and artifacts.
Define functional requirements for business process outsourcing (BPO) service delivery and ensure requirements are traceable to process design, controls, and performance outcomes.
Provide practical, operations-informed input to solution decisions (service model, SLAs, reporting cadence, escalation, transition approach).
Establish process ownership model, decision rights, and escalation paths across GBS, functional leaders, and suppliers.
Build governance routines and forums (weekly working cadence, monthly steering, issue/risk escalation).
Publish and maintain ownership rights, including regular reviews/updates of RACI/decision-rights documentation so teams can execute without ambiguity and be a point of contact to support teams when questions arise.
Create foundational process documentation: global policies, procedures, work instructions, control narratives, and handoff standards.
Maintain, update, and publish documentation as processes evolve.
Ensure controls are designed into the process (not bolted on), aligned with audit/compliance needs and evidence requirements.
Partner with Risk, Compliance, and Internal Audit to validate control design and readiness for transition.
Support audit processes with internal and external auditors.
Define the KPI and SLA framework for R2R, O2C, and other finance processes (cost, quality, cycle time, service outcomes) and align measures to business outcomes.
Establish baseline performance and stabilization targets; implement reporting to provide finance leadership transparency and early warning signals.
Partner with Finance leadership to track benefits realization, including productivity improvements, error reduction, rework elimination, and cost efficiencies attributable to global process standardization.
Use performance data and process insights to continuously prioritize improvement initiatives and inform future scope migration into GBS.
Partner with IT/Digital to align ERP, workflows, master data, and automation to the global process design.
Provide process leadership for system implementations/enhancements to ensure technology enables standard work and reduces workarounds.
Define process impacts, training inputs, communications, and adoption plans for impacted teams and service delivery.
Support cutover planning, hypercare readiness, and early-life stabilization (issue triage, rapid corrective actions, root-cause identification).
Address resistance with facts, data, and practical solutions; reinforce standard ways of working.
Own day-to-day relationship governance with the outsourced provider(s) for in-scope finance services.
Ensure deliverables, reporting, SLAs, controls evidence, and transition dependencies are actively managed during stand-up and stabilization.
Identify and escalate risks related to service quality, scope adherence, capacity, or control execution to GBS and Finance leadership with recommended mitigation actions.