Senior Director, Enterprise Expense Transformation

Genuine Parts Company•Atlanta, GA

22h

About The Position

The Senior Director, Enterprise Expense Transformation will lead and institutionalize enterprise-wide expense optimization efforts. This role is accountable for translating cost opportunities into measurable, realized savings embedded in financial performance while strengthening operating leverage across the organization. This leader will partner closely with executive leadership to establish disciplined cost governance, accelerate high-impact initiatives, and build a culture of sustainable cost ownership.

Requirements

10+ years of experience in strategy, finance, transformation, or enterprise cost leadership
Demonstrated track record of delivering measurable cost savings and operational improvement
Strong executive presence with the ability to influence and challenge senior leaders
High resilience and comfort operating in environments requiring accountability and constructive tension
Embodies the following values: serve, perform, influence, respect, innovate, team.
Effectively communicates by motivating and inspiring others through clear and proactive communication.
Delivers results and drives customer success by committing and focusing on outcomes to deliver results and making the customer the center of decisions.
Makes balanced decisions and thinks strategically by being a forward thinker.

Responsibilities

Establish annual and multi-year expense reduction targets across functions and spend categories
Translate enterprise financial objectives into clearly defined initiatives with accountable owners and timelines
Provide strategic oversight and challenge major spend decisions to ensure alignment with financial and operational priorities
Lead structured executive cost review forums
Own escalation pathways for cost overruns and stalled initiatives
Implement disciplined “stop, reset, redesign” mechanisms for underperforming investments
Sponsor and oversee the highest-impact expense initiatives (e.g., SG&A, IT, indirect spend)
Identify and remove organizational barriers to execution
Ensure leaders are accountable for delivering committed savings
Ensure savings are captured and reflected in budgets and forecasts
Prevent re-spend and leakage
Govern reinvestment of freed-up capital to maximize enterprise value
Institutionalize cost ownership within performance management frameworks
Embed productivity and operating discipline into leadership scorecards
Champion a zero-based, value-driven mindset across the organization