Sr. Director, Enterprise Transformation - Virtual

Alight•Virtual, TX

4d•$260,000 - $290,000•Remote

About The Position

The Sr. Director, Enterprise Transformation is a senior leader responsible for driving the integrated execution of the organization’s most complex and strategic enterprise priorities across cross-functional business and technology functions. The Sr. Director translates enterprise strategy into executable transformation roadmaps, establishes the operating model and governance required to drive delivery, and ensures work across the organization is connected to common priorities, milestones, and measurable business outcomes. Operating regularly with C-suite executives and senior business and technology leaders, the Sr. Director leads governance forums, providing clear visibility to progress, risks, dependencies, trade-offs, decisions, and value realization across all levels of the organization ensuring executive decisions translate into coordinated action. This is not a traditional program management role; the Sr. Director operates above and across individual programs to connect strategy, integrated execution, and enterprise outcomes.

Requirements

Bachelor’s degree in Business, Engineering, Technology, Finance, or a related discipline, or equivalent relevant experience.
15+ years of progressive experience in enterprise transformation, business or technology transformation, strategy execution, portfolio leadership, or related leadership roles.
Strong business and financial acumen, including experience connecting transformation priorities to investment decisions, business value, and performance outcomes.
Exceptional executive communication, facilitation, structured problem-solving, and stakeholder-management capabilities.

Nice To Haves

Master’s degree, MBA, or other relevant advanced degree.
Experience leading business and technology transformations involving digital experience, technology modernization, data platforms, operating model redesign, or client experience.
Experience operating across Product, Technology, Operations, Data, Finance, Commercial, Client Delivery, and other enterprise functions.
Experience leading transformation across geographically distributed or global organizations.

Responsibilities

Lead Enterprise Transformation: Provide end-to-end leadership for complex, multi-year transformations spanning multiple programs, functions, platforms, and executive stakeholders.
Establish a cohesive view of transformation scope, sequencing, dependencies, risks, investments, decisions, resources, and outcomes.
Identify systemic execution issues and organizational barriers that cross program or functional boundaries and drive them to resolution.
Create clarity, structure, and momentum in complex environments where ownership, priorities, or execution mechanisms may not be fully established.
Lead Executive Governance and Decision-Making: Lead executive steering committees and governance forums with regular participation from C-suite and senior executive leaders, driving decision-oriented agendas and executive narratives focused on business outcomes, transformation health, risks, dependencies, trade-offs, investments, and required decisions.
Synthesize complex information into concise, fact-based executive insights, recommendations, and calls to action.
Facilitate alignment and decision-making across senior leaders with competing priorities.
Ensure executive decisions are translated into clear actions, ownership, and execution expectations across programs and functions.
Drive Integrated Execution Across Programs: Provide matrixed transformation leadership to Program Managers and other delivery leaders supporting the portfolio.
Establish the integrated critical path, cross-program milestones, dependencies, and execution expectations against which detailed program plans are managed.
Ensure individual program plans collectively support enterprise transformation objectives and executive commitments.
Surface and resolve conflicts involving cross-program priorities, sequencing, ownership, dependencies, capacity, and assumptions.
Design and Drive the Transformation Operating Model: Establish clear roles, accountabilities, decision rights, governance, escalation paths, and ways of working across executive sponsors, programs, workstreams, and enabling teams.
Create integrated mechanisms for planning, dependency management, risk management, decision management, performance tracking, and executive reporting.
Design governance and meeting architecture that enables timely decisions and accelerates execution rather than adding unnecessary bureaucracy.
Identify fragmented ownership, ineffective processes, or organizational structures that impede execution and drive resolution.
Drive Business Outcomes and Value Realization: Establish transformation-level outcomes, key performance indicators, success measures, and performance mechanisms aligned with enterprise objectives. appropriately addressing people, process, technology, data, operating model, and adoption requirements necessary for sustainable outcomes.
Partner with Finance and business leaders to connect transformation priorities to investment decisions, expected benefits, financial drivers, and value realization.
Use quantitative and qualitative insights to assess transformation performance and recommend changes in priorities, sequencing, investment, or execution approach.
Ensure leadership discussions remain focused on measurable business, client, operational, and financial outcomes—not simply completion of activities or milestones.