Senior Director, Future State Design - Positioning+

Hexagon•,

5d•Hybrid

About The Position

As the program leader for the future divisional design of the Positioning Division Group, you will serve as the central strategic integrator responsible for shaping and operationalising the next-state structure of the business. This role will lead the end-to-end design of the future operating model, ensuring that commercial, product, finance, legal, tax, people, systems, and governance decisions are aligned into one coherent divisional blueprint on behalf and in constant consultation with Autonomous Solutions President, CFO and the 4 Positioning Division Presidents. This is a highly cross-functional, global role requiring orchestration across multiple leadership teams, sites, and disciplines. The successful candidate will not operate as the functional owner of any one workstream; instead, they will ensure that every design decision is tested across interdependencies and translated into an executable program that moves the organisation from current state to future state with clarity, pace, and discipline. A core principle of this role is to act on behalf of all Positioning Presidents and lead with enterprise perspective, strong governance, and disciplined execution. The role is accountable not only for designing the future state, but for ensuring it is actioned successfully — including transition planning, leadership alignment, implementation governance, and the orderly handover to the future steady-state operating model.

Requirements

Extensive experience leading large-scale, cross-functional organisation design, carve-out, integration, or divisional transformation programs within complex, multinational environments.
Demonstrated ability to operate credibly across finance, tax, legal, HR, R&D, commercial and communications functions, while integrating them into a single program architecture.
Track record of executive-facing program leadership, including regular engagement with CFO, President, Executive Committee, or Board-level stakeholders.
Experience operating across North American and European jurisdictions, with appreciation for the regulatory, tax, labour, and governance implications of multi-country organisational design.
Key design dimensions include go-to-market, product and R&D, intellectual property, tax and legal entity structure, people and organisation, finance and balance sheet design, systems and data, communications, and governance and controls.
Strategic and systems-oriented thinker, able to hold a multi-dimensional future-state design in view while driving disciplined execution.
Strong leadership presence and influence skills, with the ability to align senior stakeholders without relying on direct line authority.
Exceptional program management discipline, with the ability to build structure, pace, and accountability across highly interdependent workstreams.
Executive-level communication and storytelling capability, with the ability to translate complexity into clear decisions, actions, and stakeholder messages.
Resilient, pragmatic, and comfortable operating in ambiguity while maintaining momentum and governance discipline.
Bachelor’s degree in finance, Business, Strategy, Law, Engineering, or a related field; advanced degree advantageous.
Willingness and ability to travel regularly across California, Calgary, Aberdeen, and Leuven for the duration of the program.
Flexibility to work across North American and European time zones.

Responsibilities

Lead the overall design and orchestration of the future divisional model for the Positioning Division Group, including governance, sequencing, interdependencies, and executive decision pathways.
Own the integrated master program plan, ensuring that all functional workstreams are aligned to a shared target state and delivered against a coherent implementation roadmap.
Act as the central point of integration across commercial, product, finance, legal, tax, people, systems, and communications dimensions to ensure decisions are deliberate, connected, and enterprise-ready.
Maintain the single source of truth for the future divisional design and ensure leadership alignment on priorities, risks, trade-offs, and implementation decisions.
The role is accountable for ensuring every major dimension of the current organisation is mapped, tested, and redesigned into a practical future-state model.
This includes validating the current baseline, facilitating future-state choices, identifying cross-functional dependencies, and ensuring each dimension progresses through to implementation.
Design Dimension: Current State — Capture & ValidateC
Future State — Design & Action
Cross Divisional Selling: Unclear ownership between distribution and entrepreneurial/direct models, channel conflict, and unresolved commission/pricing/margin rules across the four divisions.
Defined account ownership rules, channel conflict resolution process, unified pricing governance, cross-division commission/crediting/margin model, deal desk for live disputes.
Go-to-Market: Customer/segment ownership, channel mix, brand architecture, sales coverage by geography
Target customer alignment, channel rationalization, brand/portfolio mapping to new divisional lines
Product & R&D: Roadmap ownership, lab/site footprint, platform vs. product team structures
R&D operating model, site consolidation or retention, platform governance, dual-use IP boundaries
Intellectual Property: Patent/trademark ownership by entity, licensing-in/out arrangements, shared IP
IP separation or co-ownership plan, licensing agreements, freedom-to-operate review
Tax & Legal Entity: Legal entity map, transfer pricing, jurisdictional footprint (US, Canada, UK, Belgium)
Target entity structure, tax-efficient transition steps, treaty and cross-border implications
People & Talent: Org charts, headcount by site/function, dual-hatted roles, key talent at risk
Future org design, role mapping, retention plan for critical talent, leadership selection
Balance Sheet & Finance: Asset/liability allocation, shared services costs, capital structure by division
Opening balance sheet design, cost allocation methodology, standalone financial reporting readiness
Systems & Data: ERP/IT landscape, data ownership, shared platforms across divisions
System separation or integration plan, data migration approach, cybersecurity boundary review
Communications & Change: Stakeholder map, prior announcements, employee/investor sentiment baseline
Communication plan by audience, change management cadence, narrative alignment with leadership
Governance & Controls: Decision rights, delegation of authority, board/committee structures
New governance model, interim controls during transition, RACI for program decisions
Key Performance Metrics: Role model of “The Hexagon Way”.
Laser focused on partnering the business to build sustainable revenue growth, from idea to offer, from brand to order and from quote to cash.
Represent the regional and business areas fairly.