Senior Manager, Business Process Optimization

Boyd•Remote Ohio, OH

1d•Hybrid

About The Position

The incumbent studies how work actually gets done inside Boyd Thermal, identifies the inefficiency and variation that live in day-to-day operational and transactional processes, reimagines how that work should be done, and then leads the change through to adoption. The role is positioned close to the work itself, where it can see challenges and opportunities firsthand. That proximity creates the understanding, relationships, and credibility needed to improve how work actually gets done. At the same time, it applies Eaton Business System principles and continuous improvement discipline so that successful approaches are not only effective for Boyd, but can also be adapted and leveraged more broadly across Eaton. The work starts with Boyd's needs, but the value extends far beyond them. Boyd is positioned as an incubator. It is a self-contained business of meaningful scale, newly acquired, with processes that have not yet been standardized onto Eaton patterns, which makes it an unusually good environment to prove new ideas and capabilities quickly and then scale what works. The successful candidate brings a digital-mindset: fluent with data, comfortable working at the point where the work happens, inclined to build a working answer rather than commission a study, and biased toward proving value in weeks rather than quarters.

Requirements

10+ years driving process improvement and process transformation, with substantial depth in transactional and corporate functions (finance, legal, communications, HR, procurement, shared services) — including enterprise- or multi-function-scale programs, not primarily manufacturing or shop-floor.
Demonstrated mastery of DMAIC and DMADV/DFSS, applied to real projects with documented, validated results.
Lean Six Sigma Master Black Belt strongly preferred (Black Belt required), with a track record of certifying and coaching other practitioners.
Strong analytical and data skills: building baselines, analyzing variation, and proving results with data.
Process mapping fluency (value stream mapping, SIPOC, swim-lane, process capability analysis).
Proven experience setting enterprise process standards or operating models — e.g., a global process owner / shared-services model, or a named business or operating system deployed across functions and regions.
Hands-on exposure to automation and AI on transactional work — agentic AI, RPA, and/or process mining (e.g., Celonis, UiPath) applied to real back-office processes.
Demonstrated executive-level influence — trusted advisor to VP- and C-suite functional leaders, driving enterprise change without formal authority.
A relentless bias for execution — you drive change personally and finish what you start.
Must be able to work in the United States without corporate sponsorship now and within the future.

Nice To Haves

Experience improving knowledge-work and back-office processes where the “product” is information, decisions, or documents.
Track record of influencing senior functional leaders without formal authority.
Formal change management capability (Prosci/ADKAR or equivalent) to make improvements stick.
Experience helping stand up a Center of Excellence, shared-services, or transformation office from the ground up.
Familiarity with modern data platforms and the design of human-in-the-loop AI agents for enterprise workflows.

Responsibilities

Map Boyd's end-to-end business processes across the transactional and operational value streams, working at the site and desk level rather than from documented procedure.
Instrument the highest-value flows with process and task mining to build a factual view of cycle time, variants, handoffs, rework, and wait states.
Quantify the cost of the current state and rank opportunities by value, feasibility, and speed to proof.
Challenge the premise of each process before optimizing its steps, and design the target state around the outcome the business needs rather than the system that happens to be in place.
Align Boyd's redesigned processes to the six Eaton value streams — record-to-report, order-to-cash, procure-to-pay, hire-to-retire, idea to realization, and plan-to-perform — so that no Boyd process is orphaned from an Eaton standard.
Sequence work so standardization precedes automation, and apply artificial intelligence, agents, and analytics where the process is sound enough to support them.
Own the change through to adoption, not to recommendation.
Build coalitions with Boyd business leaders, site leaders, and functional owners; secure the decisions and funding needed; and work alongside integration workstream leaders so that process redesign is embedded in the Transition Services Agreement exit rather than bolted on afterward.
Ensure the redesigned process is documented as standard work, taught, and measured after go-live.
Treat Boyd as a controlled environment for new ideas and capabilities.
Run fast, bounded pilots of new tools, agents, and process patterns; capture what worked and what did not with evidence; and package proven capabilities so that other Eaton businesses can adopt them without repeating the discovery.
Partner with the Eaton Transactional System team, the data and artificial intelligence organization, and the relevant Global Process Owners so that a Boyd proof becomes an Eaton standard.
Build and maintain a network of expertise in and outside of Eaton to bring best practices back into the organization.