VP, Business Transformation

Colibri Group

About The Position

Colibri Group is seeking a VP, Business Transformation to lead execution of the business side of Farside, a major enterprise transformation moving finance onto Workday and customer-related marketing, sales, service, and retention across brands onto Salesforce. The technology is being delivered by the Product & Technology team; this role ensures business units are prepared and committed to the changes, go-lives are operationally ready, legacy systems and ways of working are retired, and the program delivers its commitments. This is a highly visible, results-focused role reporting progress directly to the executive team and board. Success is measured by legacy systems retired, committed value delivered, and business commitments kept—not simply by go-lives or activity. The VP will learn Colibri’s businesses quickly, build trust with their leaders, and lead a small team responsible for program management, process, value tracking, and change management.

Requirements

12–18 years spanning operational execution, analytical rigor, and team leadership.
VP-level, business-side ownership of a major enterprise transformation or platform migration.
Personally driven a large technology-enabled business change from planning through go-live and adoption to a measurable financial result, with the outcome reflected in the P&L.
Secured business leaders’ commitments to provide people, decisions, and deadlines, and held them accountable through challenging early results while maintaining relationships.
Ability to learn an unfamiliar business quickly and earn the trust of its leaders.
Experience tracking committed program value against actual results and reporting conservatively to a CFO or sponsor.
Strong business acumen, including ability to read a P&L, understand relationships among revenue, cost, and capacity, and make trade-offs involving speed, cost, and value.
Track record of measurable outcomes such as costs removed, revenue gained, or systems retired, in roles with P&L or significant budget accountability.
Experience owning adoption of a major business change and explaining why training and champion networks alone do not ensure adoption.
Experience leading a small team to outcomes and making difficult personnel decisions when necessary.
Business-side fluency with Salesforce and/or Workday; technical depth is not required.

Nice To Haves

Experience in a multi-brand or multi-unit company.
Private equity-backed company experience.

Responsibilities

Own an integrated program plan and health view that covers technical delivery and business readiness, including process changes, team training, adoption, and legacy retirement.
Report dated milestones and program progress to the executive team and board, including commitments, results, next steps, and corrective actions.
Identify and remove blockers through direct problem-solving or escalation.
Run the program with business discipline by connecting milestones to P&L impact, tracking workstream costs and returns, and making trade-offs when needed.
Track committed value conservatively and in-year with Finance, and bring staged-investment go/stop decisions to leadership on time.
Translate the roadmap into clear, leader-approved commitments for each business unit, including people, subject-matter experts, data, decisions, and deadlines.
Hold business leaders to agreed plans, plan for transition impacts, require root-cause analysis before rollbacks, and escalate when teams retreat from commitments.
Secure capacity for program work, including data migration and cutover, and raise funding or timeline trade-offs early when capacity is insufficient.
Drive timely agreement on the business standards underlying the platforms.
Own business readiness for each migration, ensuring process work is completed before the build, teams are trained, and cutover is planned for day-one operations.
Lead adoption by setting expectations with leaders, involving them in future-state design, and driving change until legacy practices are gone.
Retire legacy systems, licenses, and ways of working on dated plans owned by named business leaders, and convert productivity gains into operational changes.
Prove the first full end-to-end brand migration and develop a documented playbook to repeat migrations faster across remaining brands.
Build and lead a small team covering program management, process, value tracking, and change management, holding the team accountable for results.