Sr Director, ERP Transformation

Campbell's•Camden, NJ

1d•$213,400 - $293,400

About The Position

The Senior Director, ERP Transformation & Modernization reports to the VP, IT – Corporate and is responsible for the end-to-end execution of Campbell’s ERP modernization program. This is a hands-on program leadership role with clear accountability for the core ERP platform — including the custom extensions, integrations, and compensating systems that have been built directly around it over years of operating on a platform that has increasingly constrained the business. The migration from SAP ECC to S/4HANA is the foundational move that anchors this work, but the scope extends to what surrounds the core: the technical debt, workarounds, and interface complexity that must be addressed to make the migration durable. This leader will work in close partnership with the Supply Chain IT and Commercial IT leaders — who retain ownership of their respective domains — to ensure ERP-dependent systems and processes are accounted for and sequenced correctly across the program. In addition to program leadership, this individual will have direct management responsibility for the SAP Basis team, ensuring platform stability and continuity of operations throughout the transition. The ideal candidate is a seasoned execution leader with deep SAP domain expertise, firsthand experience navigating the complexity of heavily customized ERP environments, and the credibility to drive alignment across technical teams and business stakeholders, and to prepare the program narrative for executive leadership.

Requirements

Bachelor’s or Master’s degree in Computer Science, Information Systems, Engineering, or a related field.
15+ years of experience in enterprise technology, with a minimum of 8 years in SAP program leadership roles of increasing scope and complexity.
Demonstrated track record of leading at least one full-lifecycle SAP S/4HANA migration or equivalent large-scale ERP modernization in a complex, multi-site enterprise environment — with direct accountability for integration and legacy system remediation, not just the core platform conversion.
Experience in CPG, food & beverage, retail, or manufacturing industries preferred, with familiarity with integrated supply chain, manufacturing, and finance business processes and the ERP dependencies that support them.
Proven experience managing multi-year technology programs with cross-functional teams spanning internal resources, systems integrators, and third-party vendors.
Prior budget ownership experience and demonstrated ability to manage program financials with discipline and transparency against an approved business case.
Deep functional and technical knowledge of SAP ECC and SAP S/4HANA, including firsthand experience managing complex, heavily customized ERP environments with significant integration surface area.
Demonstrated ability to assess and rationalize a legacy ERP landscape — including custom code, bolt-on applications, middleware, and point-to-point integrations — and translate that complexity into a structured, executable remediation plan.
Strong program management discipline with experience running large-scale, multi-year technology transformations involving multiple workstreams, vendors, and business stakeholders simultaneously.
Practical knowledge of SAP clean-core principles, BTP extensibility patterns, and API-first integration architectures as applied in S/4 transformation contexts.
Strong financial acumen with experience building rigorous capital investment business cases and TCO models that can withstand executive and Board-level scrutiny.
Strong communication and stakeholder management skills; proven ability to synthesize complex program status into clear, concise materials for senior audiences and to maintain working-level alignment across business and IT teams through the inevitable complexity of a long-cycle program.
Familiarity with organizational change management methodologies (Prosci, ADKAR, or equivalent) and their practical application in ERP transformation programs.
Knowledge of SAP RISE/cloud deployment models and the strategic trade-offs relative to on-premise approaches, particularly in CPG or manufacturing environments.
Ability to manage and hold accountable a complex multi-vendor ecosystem including global systems integrators, SAP, and third-party tool and platform providers.

Nice To Haves

SAP certification(s) in relevant functional or technical areas preferred (e.g., SAP Certified Associate – SAP S/4HANA).

Responsibilities

Lead a comprehensive assessment of the current ERP landscape, including core ECC configuration, custom ABAP development, third-party integrations, middleware dependencies, and satellite systems built to compensate for platform limitations.
Identify and prioritize opportunities to rationalize the landscape — retiring redundant tools, collapsing integrations, eliminating custom code that standard S/4 functionality can replace, and simplifying the overall architecture.
Establish a clear picture of the true scope of transformation required, including the full inventory of interfaces and subtending systems that must be addressed as part of or alongside the core ECC-to-S/4 migration.
Partner with enterprise architecture to define the target-state ERP ecosystem, including integration patterns (BTP, API-first), extensibility guardrails, and clean-core standards that will govern future development.
Own the end-to-end program plan for ERP modernization, including the ECC-to-S/4 migration and the broader landscape work required to support it — scope, sequencing, scheduling, resource model, risk register, and interdependency management across all workstreams.
Drive the conversion approach decision (greenfield, brownfield, or selective data transition) in partnership with enterprise architecture, finance, and supply chain leadership, weighing complexity, risk, business continuity, and long-term flexibility.
Establish and chair program governance structures including Steering Committee cadences, workstream leadership alignment, and executive status reporting with clear escalation pathways.
Lead systems integrator selection, contracting, and ongoing performance management, ensuring delivery accountability is clearly defined and enforced throughout the program lifecycle.
Manage cutover strategy, data migration governance, and hypercare planning across each deployment phase, with particular attention to the high-risk intersection of legacy interfaces and new platform capabilities.
Partner with Supply Chain IT, Commercial IT, and other domain leaders to map ERP dependencies across the landscape — understanding what must be retired, re-platformed, or redesigned as part of the S/4 transition, with each domain owner retaining accountability for their systems.
Drive the identification and disposition of custom ABAP, bespoke workflows, and compensating applications built directly around the ERP core — ensuring each is resolved, retired, or formally re-platformed rather than carried forward into S/4.
Ensure that interface and integration workstreams are treated as first-class program deliverables — sequenced, resourced, and governed with the same rigor as the core ERP conversion, in close coordination with the IT leaders who own the connected domains.
Collaborate with infrastructure, middleware, and application teams to ensure the technical architecture supporting S/4 is modern, supportable, and aligned with enterprise standards.
Partner with the VP, IT – Corporate to support executive-level stakeholder alignment, preparing the program materials, analysis, and briefings that enable leadership conversations with Finance, Supply Chain, and business stakeholders on scope, priorities, timeline, and trade-offs.
Build and maintain the financial business case for ERP modernization, including TCO analysis, benefits quantification, and phased investment framing, ensuring leadership has the analytical foundation needed to support investment decisions at the executive and Board level.
Partner with Finance, Supply Chain, Manufacturing, and Commercial IT teams to ensure business requirements are captured, sequenced correctly, and that no critical process dependencies are discovered late in the program.
Develop clear program communication materials — status updates, roadmap briefings, risk summaries — that equip leadership to stay informed and make decisions with confidence throughout a multi-year program.
Directly manage the SAP Basis team, ensuring platform stability, performance, security patching, and landscape governance are maintained throughout the transformation period without disruption to ongoing business operations.
Oversee SAP system landscape strategy including DEV/QAS/PRD environment management, transport management, and infrastructure decisions (RISE, cloud, or on-premise) appropriate for Campbell’s operating model.
Establish clear operational separation between run-the-business ECC responsibilities and build-the-future S/4 program activities, managing the dual-track demands on the Basis team and broader IT organization.
Design and lead the change management strategy to drive end-user adoption, process redesign acceptance, and organizational readiness across all business functions impacted by the transformation.
Partner with People & Culture and functional leads to build super-user networks, training programs, and hypercare support models for each deployment phase.
Build internal ERP program capability over time through structured knowledge transfer, reducing dependency on external SI resources and ensuring Campbell’s retains ownership of its platform and processes.
Coach and develop program workstream leads and Basis team members, building a high-performance team culture grounded in accountability, transparency, and continuous improvement.

Benefits

medical
dental
short and long-term disability
AD&D
life insurance (for individual, families, and domestic partners)
matching 401(k) plan
unlimited sick time
paid time off
holiday pay
free access to the fitness center (if in WHQ)
access to on-site day care (operated by Bright Horizons)
company store
Campbell’s Cares program matches employee donations and/or volunteer activity up to $1,500 annually
variety of Employee Resource Groups (ERGs)