Senior Business Transformation Advisor

Goods & Services

About The Position

Goods & Services is seeking a Senior Business Transformation Advisor to contribute to a client's significant platform modernization program. This initiative involves replacing a legacy infrastructure handling approximately 5 million daily interactions with a modern, cloud-native platform. Concurrently, the program aims to transform business operations, go-to-market strategies, and success metrics. This role emphasizes the business transformation aspect, ensuring that the strategic long-term vision is maintained despite execution pressures, and that the business is fully prepared to leverage the new capabilities. The core function of this role is twofold: business advisory and program governance. The advisor will work closely with senior business leadership to guide them through the implications of the transformation, advise on change sequencing, and preserve the strategic outlook. Simultaneously, they will manage the Transformation Office's operating rhythm, decision log, dependency map, and executive reporting. This integrated approach is crucial, as the role requires someone who can bridge strategic consulting with practical program management, understanding that the primary risk is not a missed milestone, but an unprepared business at go-live.

Requirements

8+ years of experience spanning business transformation and program management, with demonstrable work on both sides of that equation, not just one.
Proven track record working directly with senior business executives, advising, challenging, and helping leadership teams navigate organizational change. You have been in the room when hard sequencing decisions were made, and you influenced the outcome.
Experience leading or governing multi-track enterprise programs where technical delivery and business readiness had to move together. You understand what happens when they don't.
Hands-on experience with PPM frameworks, MoSCoW prioritization, RAID logs, decision logs, stage gate governance, and executive reporting cadences.
Consulting, TMO, or PMO model experience: governing and orchestrating multiple workstreams from an independent program layer, not embedded in a single delivery team.
Experience in industries where the gap between technology delivery and business adoption is a real risk, regulated industries, enterprise transformation, or technology-enabled business change at scale.
PMP Certification.
MSP (Managing Successful Programs), PRINCE2, or equivalent enterprise transformation methodology, required or demonstrated through practice.

Nice To Haves

Change management certification (PROSCI, ACMP, or equivalent).
SAFe or equivalent agile delivery methodology familiarity.

Responsibilities

Act as a strategic thinking partner to senior business leadership, helping them understand what the transformation means for their teams, their ways of working, and their ability to serve customers.
Maintain a clear view of the long-term strategic destination and actively protect it from short-term execution pressure. Push back, with evidence, when tactical decisions risk compromising the program's intended outcomes.
Advise on how to sequence organizational change across business units, what needs to happen first, what can wait, and why, so that the business absorbs transformation at a pace it can sustain.
Help business stakeholders understand what is possible and when, managing expectations across teams that may be tempted to jump ahead of what the platform can deliver.
Build and maintain alignment between the technology program and the go-to-market realities of the business, ensuring that platform capabilities land in a sequence that the business can take into the field and operationalize.
Identify where the business needs to develop new capabilities or change existing processes ahead of technology delivery, and ensure those dependencies are visible and planned for.
Own and maintain the MoSCoW priority tracker across all workstreams, running prioritization sessions, challenging scope and benefits, keeping must-haves clearly separated from could-haves.
Maintain the program-level decision log: every decision documented with context, rationale, owner, date, and downstream dependencies.
Manage the cross-track dependency map across all active workstreams, flagging conflicts and sequencing risks before they become blockers.
Produce weekly program status reports and executive readout materials covering timeline, risks, decisions required, deliverable status, and escalation items.
Chair or co-chair weekly program cadence meetings, prepare agendas, ensure decisions are made rather than deferred, and track action items through to closure.
Own stage gate preparation across program tranches, ensuring each has documented entry and exit criteria and that leadership has what it needs to make a clear go/no-go call.
Proactively surface risks, assumptions, and issues before they stall the program, with particular attention to integration points between implementation vendors, internal teams, and the Transformation Office.
Maintain a single source of truth for program status, what has been decided, what is open, and what is blocked, and communicate that view simply and consistently to all stakeholders.
Support the development of decision and comparison frameworks for platform, sequencing, and investment choices.
Translate complex program inputs into governance-ready language for C-suite, board, and lender audiences.
Approach every process and framework you introduce with the intent to leave it behind, document all methodologies, templates, and cadences so that the client's team can run the program operating rhythm independently after the engagement.
Partner closely with the client's internal project manager, transferring methodology and building internal capability throughout the engagement, not at the end of it.