Supervisor, Transformation and Change Strategy

GEICO•Bethesda, MD

5d•$91,225 - $157,850

About The Position

The Supervisor, Transformation & Change Strategy sits at the heart of GEICO Marketing's transformation, helping turn bold ambitions into reality and ensuring change happens at the pace and scale needed to build the future of our organization. This role is designed for someone who is both analytical and endlessly curious. Someone who enjoys understanding how organizations work, can connect strategy to execution, and recognizes that meaningful transformation is driven not only by plans and processes, but by people, behaviors, and adoption. This role offers an opportunity to explore what is possible and sit at the forefront of defining how the next generation of marketing comes to life. GEICO Marketing is in the midst of an exciting period of growth and reinvention. We are not making incremental changes around the edges. We are building the capabilities, operating models, and ways of working that will define what a modern, best-in-class marketing organization looks like for years to come. As part of this journey, you will work across the full transformation portfolio, gaining visibility into the initiatives shaping the future of the department. You'll help identify where momentum is building, uncover opportunities and barriers, and influence where we go next. This is a highly visible role with direct exposure to senior leadership, including GEICO's CMO, and a front-row seat to one of the most significant transformations in the organization's history. If you're energized by complex challenges, continuous improvement, and building something that doesn't yet exist, this role offers the chance to make a lasting impact. You'll take ownership of meaningful work, help shape how the organization evolves, and play a key role in defining the future of GEICO Marketing.

Requirements

3–5 years in change management, analytics, strategy, or consulting — with hands-on responsibility for something you designed and then had to make work.
Worked inside a conversion-driven service business — financial services, insurance, SaaS, or banking — where marketing is tied directly to customer acquisition and retention.
Know marketing craft well enough to tell a real capability gap from a confidence gap, and to build something practitioners take seriously rather than tolerate.
Want to build from a blank page — the internal brand definition, the rituals, the standards, the gap analysis — rather than administer someone else's, and can take a brand strategy and translate it inward without it turning into slogans on a wall.
Can frame an undefined problem — what is actually going on, what the real options are, what we should do about it — and have had a recommendation of yours picked up and acted on.
Think in systems: you can see how a change in one corner of a marketing organization shows up three teams away, and you plan for it rather than discover it.
Have opinions about the work: which brands are doing the most interesting marketing right now, and why it matters for how a team like ours should operate.
Can build a survey from scratch that yields answers someone can act on, and know the difference between an adoption metric that measures behavior and one that measures logins.
Write clearly and concisely, and can turn a messy set of findings into a one-page read a senior leader gets in two minutes — then hold your own on it in the room.
Use AI tools like Claude or Copilot to move faster and think better, and are curious about building the workflows that help a whole team do the same.
Want to be inside a transformation at an iconic brand rather than adjacent to one, and would rather earn bigger scope by building than by waiting for a title.
Experience: 3–5 years in change management, marketing operations, business analytics, program management, strategy, or consulting, with hands-on ownership of a program, measurement system, or capability build.
Service business context: Experience working inside a conversion-driven service business — financial services, insurance, SaaS, or banking — where marketing is tied directly to customer acquisition and retention.
Strategy work: Experience framing an ambiguous business problem, structuring the analysis, and building a recommendation that leadership acted on — in a strategy, transformation, consulting, or in-house strategy setting.
Craft and enablement: Demonstrated experience building playbooks, standards, or capability content that other people used without you in the room.
Measurement craft: Demonstrated experience designing and fielding surveys and building recurring reporting or dashboards that leaders used to make decisions.
Program management: Proven track record managing multiple concurrent workstreams, trackers, and stakeholder commitments in a fast-moving environment.
Tools: Advanced Excel plus working experience with a survey platform (Qualtrics, Microsoft Forms, or similar) and a visualization tool (Power BI, Tableau, or similar).
Communication and influence: Strong written communication, including materials for senior audiences, and the ability to move work forward across teams you do not manage.
AI fluency: Working comfort with AI tools such as Claude or Copilot in day-to-day work.
Bachelor's degree required.

Nice To Haves

Formal change management training or credentials (Prosci, CCMP) or a project management certification (PMP, CAPM, Agile).
Experience standing up an internal capability, academy, or certification program inside a large organization.
Experience with internal brand, culture, or ways-of-working programs led out of a marketing or brand function rather than HR.
Experience helping shape a transformation roadmap or capability strategy rather than only executing against one.
An analyst or consultant background from a strategy, transformation, or Big Four firm.
Experience measuring adoption of a technology or AI rollout inside a large organization.
Background in insurance, financial services, or another highly regulated category.

Responsibilities

Help set where the transformation goes next — reading the portfolio for where momentum is accelerating, where the barriers are structural rather than temporary, sizing the opportunity, framing the options, and putting a recommendation in front of leadership.
Conduct deep external benchmarking and trend analysis across brand and culture, marketing capabilities, change management, and emerging technologies. Develop analytical insights and strategic recommendations that inform leadership decisions and future direction for transformation.
Support CMO strategic projects — analysis, narrative, and leadership content — taking full ownership of discrete pieces and strategic development.
Partner across the Transformation Team on special projects where additional attention is needed (for example, Claude skill development).
Build the GEICO Academy: the program that trains marketers on what it means to be a GEICO marketer, tied to our priorities, the businesses we serve, and our brand values — and built to make our marketers distinctly different from our competitors'.
Own capability gap tracking across the craft and strategize where we lean in most and the biggest areas of opportunity, so we are raising the bar on the marketers we already have rather than waiting to hire the gap away, and stand up the paths, certifications, and skill tracking that keep it running as a system instead of a launch that fades.
Define how the language of the brand strategy is reflected internally — translating what we say to customers into what we believe and how we behave as marketers.
Establish the rituals and practices that bring our DNA to life, including how inspiration, best practice, trends, and work from inside and outside the category get shared — for example, quarterly inspiration sessions that put the most creative brands of the moment in front of teams.
Turn all of it into artifacts practitioners actually use: playbooks, templates, standards, and job aids that work without a facilitator in the room.
Build surveys and readiness diagnostics that tell us where the organization stands — including writing questions that produce usable answers rather than flattering ones.
Track adoption and behavior metrics: usage, depth of use, sustained use over time, and the leading indicators that predict whether a change will hold.
Pull, clean, and analyze data from tool telemetry, survey responses, and team-level inputs, and own the data hygiene so the numbers hold up when questioned.
Build and maintain the adoption reporting and dashboards that go to Marketing leadership and into CMO-level reviews, on a predictable cadence.
Surface what the data means, not just what it says — where adoption is real, where it is nominal, and where a dip signals the plan needs to change — using pulse checks and listening sessions to explain the numbers.
Maintain the change saturation view — how much simultaneous change each population across Marketing is absorbing — and flag where it is building, so leadership can make informed calls on sequencing and protect associate engagement (AOS).
Run the operating rhythm: agendas, pre-reads, materials, notes, and decision logs for working sessions and leadership reviews, and drive follow-through on the commitments made in them.
Build the status and progress materials that represent the portfolio to senior audiences, translating detail into a clear picture of where things stand.