Senior Director Enterprise Transformation

Hertz•San Francisco, CA

About The Position

The Senior Director Enterprise Transformation sits within Hertz’s Strategy & Execution Office in the Office of the CEO and owns the end-to-end orchestration of enterprise-critical transformation initiatives. The role translates complex strategic objectives into executable plans and measurable outcomes across business platforms, functions, and geographies while helping maintain ongoing operational performance. Initiatives may include operating-model redesign, organizational restructuring, cost transformation, capability building, business integration or separation, and significant cross-functional dependencies. The Senior Director independently structures ambiguous problems, develops business cases, establishes integrated workplans, mobilizes functional leaders, resolves execution barriers, challenges assumptions, and manages initiatives through implementation and value realization. The position also develops transformation governance and performance mechanisms, supports financial value capture, coordinates internal teams and external advisors, and creates repeatable tools and playbooks to strengthen the company’s transformation capabilities.

Requirements

12+ years of experience in management consulting, enterprise transformation, corporate strategy, operations, or transaction-related transformation.
Demonstrated ownership of complex, cross-functional transformation workstreams from strategy through implementation, with measurable financial or operational impact.
Experience structuring ambiguous business problems, developing strategic recommendations, and translating them into executable plans.
Strong financial modeling and analytical capabilities, including business cases, cost structures, scenario analysis, and value-capture tracking.
Experience with operating-model redesign, organizational restructuring, cost transformation, or major operational change.
Ability to manage complex critical paths, functional interdependencies, and competing stakeholder priorities.
Proven ability to influence senior executives and drive accountability without direct authority.
Strong executive communication, structured problem-solving, and judgment under pressure.
Ownership mentality and accountability from problem definition through value realization.
Ability to bring clarity and direction to complex, ambiguous problems.
Financial accountability and understanding of the economics behind transformation decisions.
Operator mindset with the ability to move from strategic analysis into implementation detail.
Influence without authority, bias toward action, adaptability, and resilience.

Nice To Haves

Former engagement manager or project leader at McKinsey, Bain, BCG, or equivalent strategy consulting or transformation experience.
Experience with post-merger integration, business separation, carve-outs, restructuring, or transaction-related transformation.
Familiarity with Day 1 readiness, functional separation planning, TSA requirements, and post-close transition management.
Experience with synergy capture, stranded-cost analysis, organizational cost restructuring, or value-creation programs.
Background in asset-intensive, multi-geography, consumer-facing, or operationally complex businesses.
Experience leveraging AI, automation, and advanced analytics to improve transformation effectiveness.

Responsibilities

Own end-to-end execution of complex transformation initiatives, from strategic problem definition and business-case development through implementation and value realization.
Develop integrated transformation plans covering workstream scope, milestones, critical paths, dependencies, decision points, accountable owners, and financial outcomes.
Mobilize cross-functional teams across business platforms and corporate functions, often without direct reporting authority.
Identify and resolve execution barriers, resource constraints, and competing priorities; coordinate transitions while maintaining business continuity and operational performance.
Assess current-state operations and develop future-state operating-model recommendations, including organizational structures, capabilities, decision rights, and processes.
Translate strategic designs into transition plans covering organizational changes, technology, resources, and new ways of working.
Support cost-base redesign, functional cost analysis, organizational sizing, and restructuring initiatives; identify capability gaps, stranded-cost exposure, and operational dependencies.
Partner with functional leaders to implement operating models and establish sustainable performance mechanisms.
Lead or support workstreams for post-merger integration, business separation, carve-outs, and restructuring.
Develop functional transition plans, Day 1 readiness requirements, implementation milestones, and post-close stabilization plans.
Identify operational, financial, technology, organizational, and contractual entanglements; coordinate teams and external advisors on transition services, systems migration, organizational changes, and business continuity.
Support synergy capture, stranded-cost mitigation, standalone cost analysis, and transaction-related value realization.
Develop and pressure-test transformation business cases, financial assumptions, and investment requirements.
Establish financial baselines and quantify expected EBITDA, cash flow, cost, revenue, and operational impacts; track commitments through realized performance with Finance and business owners.
Evaluate tradeoffs involving sequencing, capital requirements, transition costs, operational risk, and enterprise value; identify value leakage and develop corrective actions.
Apply hypothesis-driven problem-solving, structure executive decisions with quantified alternatives and recommendations, and anticipate and resolve critical-path risks and cross-functional dependencies.
Challenge assumptions and drive stakeholder alignment when organizational friction threatens outcomes; develop concise, decision-oriented executive materials and transformation reviews.
Establish initiative-level governance, performance measures, ownership, and execution standards.
Maintain integrated visibility into workstream progress, dependencies, financial benefits, and execution risks.
Coordinate internal teams and external advisors to support effective implementation and knowledge transfer.
Develop repeatable transformation tools, playbooks, and operating mechanisms that strengthen internal execution capabilities.