Vice President, Transformation

Infillion • New York, NY

4d

About The Position

Infillion is a multi-platform advertising technology company operating across the Americas and Europe, with a distributed workforce and an active acquisition history. As the business has scaled, operational complexity has grown faster than the structures built to manage it. This role closes that gap and keeps it closed. The VP, Transformation is accountable for improving the efficiency of how the company operates across every function: right-sizing the workforce, rationalizing the vendor and systems portfolio, simplifying processes, and deploying automation and AI where they reduce cost or replace manual work. The goal is not a restructuring exercise with a defined end date. It is a permanent internal capability that makes Infillion structurally more competitive year over year, freeing capital to fund growth rather than sustain overhead. Comparable advertising technology companies at this revenue scale operate with materially lower cost structures relative to their output. Closing that gap is the job.

Requirements

• Consulting experience with a documented track record of converting recommendations into realized outcomes.
• Financial literacy.
• Process orientation.
• Technical fluency sufficient to evaluate AI and automation as real levers, not gestures.
• Comfortable building trust inside a function and equally comfortable delivering an uncomfortable finding to senior leadership without softening it.
• Has built Finance-approved business cases: savings number, one-time cost, timeline to realize, and a named owner for each.
• Has converted process analysis into realized savings. The record shows what was identified, what was piloted, what was adopted, and what the outcome was.
• Has stood up at least one operational change and handed it back to the process owner with documented procedure. The pattern of an identified opportunity that dissolved without result is the failure mode this role exists to prevent.
• Has sufficient technical depth to evaluate where AI or automation is the right lever versus where it is a distraction.
• European operational experience is relevant. Workforce law, regulatory constraints, and the practical levers available differ materially from US assumptions, and the EU business represents a significant portion of revenue with limited cost visibility today.

Nice To Haves

• Strong process documentation skills without a demonstrated ability to convert findings into realized savings.
• A change management orientation that defaults to preserving continuity rather than rethinking the work. Transformation produces a different organization, not a smoother path to the same one.
• Political caution that limits the ability to deliver an honest assessment to a function leader. This role requires the standing to be direct and the judgment to make it useful.

Responsibilities

• Assess how work is performed across each function and evaluate it against what comparable businesses in the advertising technology sector operate with. Where the gap is material, build the case and execute the change. Four levers: automation and AI deployment, workforce geography optimization, vendor consolidation, and process elimination. Every recommendation is costed, timed, risk-rated, and assigned a named owner. Every realized outcome is validated independently by Finance.
• Identify where functions are staffed above the level required to produce their output, where work is being performed at a cost premium that an alternative model would reduce, and where automation or AI has created the conditions for a structural change. Develop the recommendation with a complete financial case. The decision and execution belong to People Operations and line leadership; the analysis, the business case, and the follow-through belong here.
• Bring the company's large and partially redundant portfolio of third-party systems and vendor relationships to an actionable state: named owners, contract terms, renewal timelines, total cost of ownership, and category consolidation opportunities. Identify where the company is paying for redundancy, where vendor leverage exists, and where substitution or elimination is the better path.
• Define what operational efficiency parity looks like against comparable advertising technology companies, by function and at the company level. Build a prioritized plan to close the gap. Track it against fully-loaded cost rather than headcount, since headcount is a poor proxy for the decisions that actually move cost.
• Identifying an opportunity is not a deliverable. The gap between what was identified and what was realized is tracked quarterly, by function, and reported to leadership. Savings are not credited until Finance attests to them. The role owns that path end to end.

What This Job Offers

• Job Type: Full-time
• Career Level: Executive
• Education Level: No Education Listed