Senior Manager Transformation

Atlas Air•White Plains, NY

2d•$136,500 - $185,000

About The Position

The Senior Manager, Transformation & Value Creation plays a central role in Atlas Air’s Value Creation Office (VCO), overseeing a portfolio of transformation initiatives and ensuring disciplined execution, transparent value capture, and sustained financial impact. This role serves as the connective tissue between initiative owners, Finance, and senior leadership, translating operational progress into measurable P&L outcomes while maintaining the governance and reporting cadence that keeps the transformation portfolio credible and decision-ready. The role requires exceptional rigor in defining value logic across initiatives, including identifying interdependencies, preventing double counting, and ensuring the portfolio reflects a coherent, defensible, and audit-ready financial narrative. In addition to portfolio oversight, the role owns value-tracking methodologies, reporting infrastructure, and enterprise portfolio hygiene, ensuring initiatives are consistently defined, tracked, and communicated. Success requires strong organization, structured thinking, and the ability to impose clarity across a complex set of stakeholders, while influencing senior leaders to align on definitions, priorities, and outcomes. Values and Behavioral Standards: To ensure the effective communication and application of company values and behavioral standards, as stated in our company “Code of Conduct” policy, and to respond appropriately in the event of any known departure.

Requirements

Bachelor’s degree required.
4-6 years of experience, preferably in consulting, transformation, strategy, portfolio/program management, or operations planning.
Experience managing multiple large-scale projects or project portfolios, with a track record of delivering measurable operational and financial outcomes.
Strong portfolio management discipline; meticulous attention to detail and logical rigor, with the ability to spot inconsistencies, overlaps, and hidden assumptions across initiatives and translate them into coherent tracking logic.
Build trust and alignment across diverse stakeholders; manage challenging stakeholders to secure required contributions and decisions; influence without formal authority to drive outcomes; work effectively through organizational inertia and resistance to change; plan and execute change strategies that ensure adoption, sustainment, and realization of intended value.
Apply project management best practices while knowing when to adapt and be flexible to maintain progress in a dynamic environment.
Clear, concise, and audience-appropriate storytelling; ability to distill complex operational and financial information into compelling narratives for senior leadership and Boards; strong skills in developing high-quality storyline and presentation materials.
Strong ability to assess opportunities, develop compelling business cases, support investment and prioritization decisions, and use data-driven insights to communicate and validate recommendations.
Ability to connect operational execution to measurable P&L impact, establish clear value metrics, track realization over time, and actively manage performance to ensure sustained benefits.
Proactive identification, tracking, and mitigation of portfolio-level risks.
Proficiency in MS Office (PowerPoint, Excel, Word, Outlook) and Anaplan required.

Nice To Haves

Advanced degree (MBA or master’s in business, finance, or economics) preferred.
Global operations exposure preferred; logistics or aviation industry experience preferred but not required.

Responsibilities

Maintain a comprehensive, enterprise-wide view of all Value Creation Plan (VCP) initiatives, ensuring accurate tracking of scope, schedule, financial impact, and interdependencies, and validating that initiative definitions and savings logic remain mutually exclusive and collectively exhaustive across the portfolio.
Serve as the VCO point of contact for enterprise-wide project intake; partnering with business sponsors to size and scope opportunities, develop business cases, and keep a healthy, prioritized project pipeline filled.
Maintain initiative trackers and portfolio datasets, ensuring continuity as initiatives evolve or ownership changes.
Monitor performance of completed initiatives to confirm expected financial and operational benefits are sustained.
Facilitate regular portfolio review meetings for multiple audiences, including operational divisions, the Atlas executive leadership team, and the Board of Directors.
Own enterprise value tracking for transformation initiatives, ensuring consistent definitions and transparent measurement of realized savings.
Ensure initiative methodologies are logically consistent across the portfolio, identifying overlaps, dependencies, and sequencing effects to prevent double counting and maintain a coherent enterprise value narrative.
Develop and refine methodologies for tracking complex or cross-functional initiatives, partnering with Finance and business teams to align on assumptions and measurement logic.
Ensure agreement with Finance and business units on how initiatives are valued and reported, reconciling operational and financial perspectives where they diverge.
Translate operational milestones into defensible financial outcomes tied directly to Atlas’s P&L.
Own the recurring reporting rhythm that supports portfolio governance, including coordinating inputs, consolidating updates, and preparing materials for bi-weekly, monthly, and quarterly leadership forums.
Maintain portfolio data integrity in enterprise tools and reporting systems, ensuring initiative metadata, ownership, and stage gates remain current.
Partner with Finance to ensure reporting reflects a shared view of savings and avoids last-minute reconciliation issues.
Continuously refine reporting structures to improve clarity, consistency, and decision usefulness.
Maintain a proactive risk register for the portfolio, covering delivery, operational, and financial risks.
Partner with project teams and functional leaders to develop and execute mitigation plans before issues impact delivery timelines or value.
Identify patterns and systemic challenges across the portfolio, recommending interventions to improve delivery discipline and value realization.
Serve as an escalation point for critical issues, mobilizing cross-functional resources to resolve them quickly.
Work with project leads to define operational KPIs that serve as leading indicators of financial value delivery.
Ensure consistent methods for quantifying, tracking, and validating value capture across initiatives.
Integrate performance management into portfolio oversight, using data to identify underperformance early and course-correct to protect value.
Translate operational wins and process changes into clear financial terms for executive and investor reporting.