Director, Organizational Change Management

ASM Global•New York, NY

1d•$160,000 - $170,000

About The Position

The Director, Organizational Change Management owns the company’s organizational change management discipline and builds and runs an approach that drives awareness, knowledge, ability, and reinforcement across impacted stakeholder groups, from executives to front-line managers and staff. The role works across a portfolio of business transformation initiatives rather than a single program, covering changes to functions, processes, technology, roles, and ways of working. The Director owns organizational readiness, including assessing impacts across functions and business units, establishing readiness criteria and ongoing assessment, measuring adoption, and escalating evidence to support major program decisions. The role partners with business leaders who own adoption within their organizations and is accountable for organizational adoption outcomes, including reducing workarounds, closing readiness gaps, and sustaining adoption of new processes, systems, and ways of working. This position reports into the Transformation Office, a centralized function supporting the global business, and works directly with executive sponsors and initiative leaders across the company. The role is highly preferred to be based in the Dallas or New York Metro area and requires significant travel to support business operations and in-person needs. Compensation is $160,000–$170,000, commensurate with experience, with a benefits package that includes medical, dental, vision, life and disability insurance, paid vacation, and a 401k plan.

Requirements

At least 8 years leading organizational change management on complex, multi-workstream transformation programs spanning process, technology, and organizational design.
Proven track record leading change across multiple program types, such as process redesign, organizational restructuring, operating model redesign, and technology implementations.
Ability to influence and align senior executives and cross-functional stakeholders without formal authority.
Experience leading operating model and ways-of-working changes, including redesigning how work is performed, decided, and governed, rather than solely training users on a new system.
Experience driving adoption across a distributed, multi-site, or multi-business-line organization.
Experience recovering adoption where workarounds and informal habits have formed around an existing process or system.
Ability to build and sustain a change champion network with meaningful business participation.
Ability to design and deliver manager- and leadership-level training and enablement programs.

Nice To Haves

Prosci, CCMP, or equivalent change management certification, with the judgment to adapt the framework to the situation rather than apply it rigidly.
Experience leading change across more than one functional domain, such as finance, technology, legal, HR, or commercial.
Experience with enterprise technology implementations, such as ERP or other major systems, as one of several change contexts rather than the primary qualifying experience.
Sports, entertainment, hospitality, or venue operations experience.
Training content development and learning management system (LMS) experience.

Responsibilities

Develop and lead the company’s organizational change management strategy and methodology across current and future initiatives spanning finance, technology, legal, HR, and commercial workstreams.
Build a replicable change management framework and playbook that can scale across initiatives and workstreams.
Define change management success metrics and adoption KPIs, and report them to executive leadership.
Partner with executive sponsors and initiative leaders to drive visible leadership engagement and alignment behind each change.
Identify organizational and adoption risks across the portfolio and develop mitigation plans.
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 and business units, calibrated to the nature of each change.
Partner with business leaders to close readiness gaps before launch and identify changes to ways of working and operating rhythms needed to sustain new processes.
Own stabilization and adoption monitoring after go-live, flagging reversion to old processes or workarounds.
Design and lead leadership alignment programs so executive sponsors and senior leaders understand operating model changes and can reinforce them.
Build and lead manager and people-leader training to help managers guide their teams through change.
Build and lead a Change Champion Network model that supports broad enterprise change impact for large-scale initiatives and major changes.
Own audience-tailored communications strategy across the initiative portfolio in partnership with the internal communications team.
Own training programs and materials reflecting actual process, role, and operating-model changes.
Measure training effectiveness and adoption through knowledge assessments and usage or behavior metrics, and establish feedback loops that surface adoption risk from the business.
Own post-launch reinforcement across initiatives to sustain behavior change and protect intended value.