Strategic Transformation Consultant

Lenovo•Morrisville, NC

1h•Hybrid

About The Position

The Strategic Transformation Consultant owns a significant transformation problem or major workstream from opportunity framing through recommendation and mobilization. The role turns ambiguous business challenges into evidence-based decisions, executable interventions, and measurable value through structured problem solving, external perspective, rigorous analysis, executive communication, and cross-functional alignment. Within Lenovo’s Transformation Management Office, the consultant helps build internal consulting capability, reduce dependence on external partners, and transfer reusable methods and knowledge to business teams. The position covers opportunity discovery and problem framing; evidence gathering, diagnosis, and benchmarking; business-case development and executive recommendations; transformation design and mobilization; and stakeholder leadership and capability transfer. The consultant owns the strategic problem, integrated recommendation, and consulting-quality output, but not routine TMO reporting, the integrated delivery plan, sponsor decisions, or the ultimate business outcome. The role is in a hybrid work environment, collaborating across global functions, business units, and time zones. Travel may be required depending on engagement needs, workshops, and stakeholder locations.

Requirements

Bachelor’s degree in Business, Strategy, Finance, Economics, Engineering, Operations, or a related field, or equivalent experience.
At least 7 years of experience in management consulting, corporate strategy, transformation, business analysis, finance, operations, or a related field.
Demonstrated ownership of complex workstreams from problem definition through recommendation and mobilization.
Strong quantitative, qualitative, written, and verbal communication skills, including experience producing executive-ready outputs.

Nice To Haves

Experience in a strategy or management consulting environment, internal consulting team, or enterprise Transformation Management Office.
Track record in opportunity discovery, external benchmarking, operating-model design, business cases, value creation, or large-scale transformation.
Commercial and financial fluency, including scenario development, opportunity sizing, and benefits logic.
Digital and AI literacy, including responsible use of AI-enabled research and analysis with disciplined source validation.
Hypothesis-led problem solving and root-cause diagnosis.
Strategic, commercial, operational, and financial judgment.
External benchmarking, opportunity sizing, and business-case development skills.
Executive storylining, facilitation, and constructive challenge.
Transformation and operating-model design skills.
Stakeholder influence, cross-functional leadership, and workshop facilitation.
Intellectual curiosity, adaptability, and a practical bias toward measurable outcomes.

Responsibilities

Discover and qualify high-value opportunities across growth, margin, cost, customer experience, process, operating model, digital, and AI-enabled transformation.
Frame the executive question, opportunity thesis, hypotheses, scope, decision criteria, and analytical workplan.
Structure ambiguous problems, diagnose root causes, and identify critical choices for sponsors.
Integrate operational, financial, customer, process, market, and competitor evidence into a coherent fact base.
Conduct interviews, workshops, research, and external benchmarking to test hypotheses and constructively challenge internal assumptions.
Partner with Strategic Transformation Analysts and functional experts to validate data, identify insights, and assess solution fit.
Quantify opportunities through scenarios, financial models, sensitivities, value bridges, and defensible business cases.
Develop answer-first recommendations that articulate options, trade-offs, risks, implications, and decision asks.
Create concise executive storylines, decision papers, and presentations that translate complex evidence into action.
Shape target-state operating models, initiatives, ownership, KPIs, benefit logic, and practical mobilization roadmaps.
Translate approved direction into executable interventions and support transition into coordinated delivery.
Facilitate executive workshops and cross-functional working sessions to build alignment, ownership, and decision momentum.
Influence senior stakeholders through constructive challenge, sound judgment, and clear communication.
Transfer reusable methods, models, playbooks, and knowledge so teams can sustain the capability internally.