Director: Finance & Strategy Transformation Office

Hewlett Packard Enterprise•Spring, TX

1d•Onsite

About The Position

HPE Finance & Strategy is embarking on a multi‑year, enterprise‑critical transformation to fundamentally reshape how Finance delivers insight, enables growth, and scales with the business. This transformation spans operating model redesign, process modernization, AI‑enabled capabilities, and new ways of working across the enterprise. The Director, Finance & Strategy Transformation is a senior execution leader accountable for turning strategic intent into sustained business outcomes. This role owns the end‑to‑end delivery of high‑impact transformation initiatives, operating at the intersection of strategy, execution, and change. Success requires strong executive presence, agility in ambiguous environments, and relentless focus on value realization. Reporting into Finance & Strategy COO, this leader will act as a trusted partner to senior executives, orchestrating cross‑functional delivery across Finance, IT, and the Business Units to ensure transformation initiatives land, scale, and endure. This role is based full‑time in Spring, TX.

Requirements

8+ years of experience in transformation, or related leadership roles (Director‑level experience strongly preferred).
Demonstrated success designing and delivering end‑to‑end transformations in complex, matrixed organizations.
Strong commercial and financial acumen and performance management.
Hands‑on experience with digital, analytics, automation, and AI‑enabled initiatives.
Proven ability to influence senior leaders without direct authority and drive alignment across functions.
Strong program and execution management skills: roadmap development, benefits tracking, risk management, and partner oversight.
Experience working with external consultants or co‑delivery models in large‑scale transformations.
Executive Presence – Engages confidently with senior leaders; communicates clearly, concisely, and with authority.
Execution Excellence – Converts strategy into action; drives momentum and accountability.
Agility – Navigates ambiguity, shifting priorities, and incomplete information with composure and speed.
Systems Thinking – Sees end‑to‑end impacts across Finance and the enterprise.
Outcome Orientation – Focused on measurable value, not activity or output.
Trusted Partner – Builds credibility through delivery, transparency, and sound judgment.

Responsibilities

Lead major, cross‑Finance transformation programs
Own transformation from concept through execution and stabilization, ensuring outcomes are measurable, adopted, and sustainable.
Balance speed and rigor — delivering tangible results while navigating complexity, interdependencies, and evolving priorities.
Translate Finance & enterprise strategy into clear transformation roadmaps, business cases, milestones, and success metrics.
Define target operating models, end‑to‑end processes, and service designs that integrate people, process, technology, and data.
Establish and track KPIs and benefits realization, adjusting course where needed to maximize impact.
Serve as a senior integrator and influencer across Finance, IT, Business Units, and Global Functions.
Build alignment with Finance LT, functional leaders, and executive stakeholders on priorities, trade‑offs, and delivery sequencing.
Proactively manage dependencies, risks, and escalation paths to maintain momentum and credibility at the executive level.
Working with the Finance Digital Transformation leadership team, sponsor and shape digital, analytics, and AI‑enabled finance initiatives, identifying opportunities for automation, insight acceleration, and decision enhancement.
Partner closely with the Finance Digital Transformation team to translate emerging capabilities into business value.
Ensure new tools and capabilities are embedded into operating rhythms and decision processes — not delivered as standalone solutions.
Establish strong program governance, cadence, and execution discipline across initiatives.
Lead and manage external consulting partners, vendors, and co‑sourcing models to accelerate delivery while retaining internal ownership.
Provide clear, executive‑ready reporting on progress, risks, and outcomes.