Distribution Transformation Change Enablement

Citizens•Johnston, RI

19h•Hybrid

About The Position

The Head of Change Management is accountable for ensuring that Citizens’ distribution transformation is adopted, sustained, and owned by the people who live it every day. This role leads modern, human‑centered change, moving beyond traditional rollout models to embed new ways of working through co‑creation, leadership activation, capability building, and continuous learning. Anchored in the Evolve & Integrate Distribution (E&ID) agenda, this leader integrates change across Operating Model & Roles, Experience & Culture, and Talent Enablement, ensuring that new designs translate into real, observable shifts in behavior, routines, and decision‑making across the branch‑centric ecosystem. This individual will also help the internal team evolve ways of working to improve timeliness, quality, and adopt new capabilities and technologies. Change is not treated as something “done to” the organization, nor as a one‑time program milestone. Instead, it is built with the business, informed by real execution experience, reinforced through leadership and systems, and sustained over time. As part of this mandate, the role serves as Citizens’ local expert in test‑and‑learn change, including the use of micro‑testing and pilots to validate and refine new ways of working before scale, ensuring confidence, feasibility, and buy‑in while avoiding premature or theoretical rollouts. The Core Accountability of this role is to ensure transformation translates into durable behavior change by: Integrating change across operating model, roles, culture, and talent systems Enabling co‑creation with those most impacted Activating leaders as owners of change, not messengers Using real‑world learning to adapt and strengthen change over time

Requirements

15+ years leading enterprise‑scale change, transformation, or organizational effectiveness.
Proven success driving behavioral and cultural change, not just structural change.
Deep expertise in modern change practices, including co‑creation, leadership activation, and adoption science.
Strong systems thinker who connects operating model, culture, talent, and incentives.
Ability to balance rigor with empathy - data‑informed and human‑centered.
Executive presence with the ability to influence without authority.
Comfort operating in ambiguity and learning through execution.

Nice To Haves

Experience in complex, regulated, people‑intensive environments strongly preferred.

Responsibilities

Change Strategy & Cross‑Pillar Integration
Serve as Distributions authority for change integration across all E&ID workstreams.
Translate future‑state designs into coordinated, people-centered change strategies spanning culture, roles, routines, skills, performance, and incentives.
Ensure change is treated as a system of behaviors and reinforcements, not a set of discrete activities.
Co‑Creation & Field Partnership
Design and lead structured co‑creation mechanisms (e.g., branch engagement, leader working sessions, pilots, feedback loops).
Ensure frontline and leader input meaningfully shapes design, sequencing, and activation decisions.
Build trust and ownership by demonstrating that feedback directly influences outcomes.
Leadership Activation & Ownership
Partner with senior leaders to translate strategy into clear leadership expectations and behaviors.
Equip leaders to act as change owners, embedding new ways of working into coaching, routines, and decision‑making.
Reinforce leader accountability for adoption, not just communication.
Test‑and‑Learn & Micro‑Testing
Serve as Consumer’s local expert on test‑and‑learn change, including the thoughtful application of micro‑testing and pilots.
Ensure new ways of working are tested in real environments, with clear hypotheses, success measures, and learning objectives.
Synthesize insights from tests to refine designs, sequencing, and enablement before scale.
Balance learning and pace, using evidence to accelerate what works and adjust what doesn’t.
Adoption, Behavior Change & Sustainability
Shift focus from awareness to observable behavior change and sustained adoption.
Identify readiness gaps, resistance patterns, and friction points early using qualitative and quantitative signals.
Partner with Operating Model and Talent leaders to adjust routines, incentives, and enablement so the new way becomes the default way.
Continuous Sensing & Iteration
Establish continuous listening and sensing loops to understand how change is landing in practice.
Treat scaling as iterative, refining based on real execution, not static plans.
Institutionalize learning from experience as a core change capability.
Transition to Business‑as‑Usual
Ensure successful transitions from program governance to clear business ownership.
Define sustainment guardrails so changes endure beyond formal transformation phases.
Build internal change capability that reduces reliance on central teams over time.