VP Enterprise Transformation

Hertz•San Francisco, CA

About The Position

The VP, Enterprise Transformation will lead Hertz’s enterprise transformation team within the Strategy & Execution Office in the Office of the CEO. The role shapes and orchestrates major transformation initiatives across business platforms, functions, and geographies, establishes execution accountability, and ensures strategic decisions produce measurable financial and operational results. This hands-on leadership position requires experience with large-scale business transformations, including operating-model redesign, organizational restructuring, cost transformation, business integration or separation, and complex cross-functional execution. Working with executive sponsors, functional leaders, and external advisors, the VP establishes integrated transformation plans, drives critical decisions, and ensures intended value is captured. The VP leads transformation programs and governance, operating-model and organizational changes, transaction integration and separation, financial value realization, executive decision-making, and development of the company’s transformation capabilities. The role also leads and develops Transformation Leads and Analysts and manages external consulting and advisory relationships.

Requirements

12+ years of progressive experience in enterprise transformation, management consulting, corporate strategy, operations, or transaction-related transformation.
Demonstrated personal leadership of large-scale, multi-workstream transformations with material financial impact, including direct accountability for implementation and outcomes.
Experience designing and implementing future-state operating models, organizational restructuring, cost-base transformation, or business-model reinvention.
Experience leading complex integration, separation, carve-out, or comparable enterprise restructuring initiatives.
Strong understanding of transformation economics, including synergies, stranded costs, standalone operating requirements, transition costs, and value realization.
Advanced financial acumen, including integrated financial modeling, business-case development, and enterprise-value tradeoffs.
Proven ability to influence C-suite executives, challenge assumptions, navigate organizational resistance, and drive decisions in high-stakes environments.
Experience leading high-performing teams and managing external advisors.
Enterprise-first orientation that prioritizes enterprise economics over functional interests.
Ability to shape strategy and drive implementation with equal effectiveness.
Relentless focus on measurable financial and operational outcomes.
Ability to constructively challenge senior leaders, assumptions, and established practices.
Sound judgment and decisiveness under ambiguity and pressure.
Proactive problem-solving, credibility, rigor, and high accountability.

Nice To Haves

Former senior leader within a top-tier strategy consulting firm (McKinsey, Bain, BCG), transformation practice, or enterprise value-creation function.
Experience leading a Transformation Office, Integration Management Office (IMO), or Separation Management Office (SMO).
Direct experience with M&A diligence, transaction planning, Day 1 readiness, TSA management, and post-close stabilization.
Track record of delivering significant EBITDA improvement, cash generation, cost restructuring, or enterprise-value creation.
Experience in asset-intensive, multi-geography, consumer-facing, or operationally complex businesses.

Responsibilities

Lead end-to-end orchestration of complex, multi-year transformation programs across business platforms, functions, and geographies.
Shape transformation strategy and architecture, including workstream design, sequencing, critical paths, decision rights, and execution governance.
Integrate concurrent initiatives involving business-model changes, organizational restructuring, technology, operational capabilities, and strategic transactions.
Anticipate and resolve systemic risks, cross-functional dependencies, resource constraints, and competing enterprise priorities while balancing value capture with business continuity and operational risk.
Lead current-state assessments and future-state operating-model design, including organizational structures, functional responsibilities, decision rights, capabilities, and ways of working.
Direct cost-base redesign, including functional cost envelopes, organizational sizing, spans and layers, and restructuring opportunities.
Oversee transition planning across organizational, operational, and technology changes; identify capability gaps, stranded-cost exposure, and structural barriers; and partner with HR and functional leaders on talent implications, readiness, and change adoption.
Lead or oversee post-merger integrations, business separations, carve-outs, and transaction-related restructuring.
Direct transaction-perimeter planning, functional-entanglement resolution, Day 1 readiness, transition services agreements, and post-close stabilization.
Coordinate Finance, Legal, Tax, HR, Technology, Operations, and external advisors to resolve interdependencies and maintain transaction readiness.
Oversee synergy realization, standalone operating requirements, stranded-cost mitigation, transition costs, and integration or separation economics.
Establish repeatable execution capabilities for future transactions and business transitions.
Establish transformation value targets, financial baselines, and accountability for benefits realization.
Partner with Finance to develop and challenge integrated financial models, business cases, cost bridges, and investment requirements.
Evaluate enterprise-value tradeoffs involving capital allocation, timing, transition costs, operating performance, and execution risk.
Maintain a value-capture process linking initiative commitments to realized EBITDA, cash flow, revenue, and cost improvements; identify value leakage and drive corrective interventions.
Lead transformation governance, executive steering committees, and decision-oriented performance reviews.
Structure strategic and operational issues into alternatives, quantified tradeoffs, and actionable recommendations; anticipate critical-path decisions and ensure leaders have the information and accountability needed to act.
Provide objective assessments of transformation progress, financial exposure, organizational constraints, and corrective actions.
Lead and develop a high-performing team of Transformation Leads and Analysts.
Establish transformation methodologies, performance infrastructure, execution standards, and management cadences.
Manage external consulting and advisory relationships, ensuring clear deliverables, knowledge transfer, and internal ownership.
Build Hertz’s internal capabilities to execute future transformations, integrations, separations, and restructuring initiatives.