VP, Finance Optimization - Enterprise

CVS Health•Hartford, CT

1d•Remote

About The Position

The Vice President, Finance Optimization will lead the transformation of Finance across CVS Health — common systems, an Enterprise process for forecasting and planning, and data that is structured, governed, and readily available. This leader will own the design and drive its adoption in every Business Unit. The outcome is a Finance organization that makes faster, better-informed decisions and can see risk and opportunity earlier.

Requirements

20+ years of progressive Finance leadership experience, including significant accountability for large-scale transformational bodies of work.
Deep working knowledge of planning, forecasting, close, and reporting processes and the data architecture that underpins them.
Proven ability to influence and align senior executives and Business Unit CFOs without direct authority.
Experience supporting CFO, Executive Leadership Team, and Board-level decision making.
Clarity and simplicity: Makes complex things simple. Builds communication plans that ensure the message is understood and cascaded to everyone who needs it, and designs systems and processes around the people using them.
Rigorous execution: Turns decisions into action, works through roadblocks, and delivers to the standard, timeline, and agreed-upon outcome.
Decides and moves: Gathers the right input, weighs competing priorities, and makes the call. Explains the reasoning and moves forward when people push back — including on unpopular decisions, and without damaging relationships.
Involves others effectively: Knows when and how to bring stakeholders in so issues are fully understood and people are heard, even when the decision goes against them.
Enterprise influence: Credible and influential at every level, with the presence to face off against Senior Leadership and hold a position under pressure.
Managing through resistance: Identifies what is a genuine risk and manages through it, and can tell the difference between that and pushback against change.
Ability to influence and manage through change: Proven ability to navigate through a complex organization to champion, influence and deliver change and effectively communicate the impacts of that change.
Tech proficiency: Possesses a strong understanding of Finance systems and technologies, and can speak credibly with Technology partners.
Bachelor’s degree in Finance, Accounting, Economics, Business Administration, or a related field (required)

Nice To Haves

Healthcare or other multi-segment regulated industry experience
MBA and/or CPA (preferred)

Responsibilities

Owns the Finance business capability roadmap and co-owns the integrated delivery plan with DDAT (Digital/Data/Analytics/Technology), jointly accountable for scope, sequence, and outcomes.
Charged with maintaining a single business optimization roadmap for all of Finance with clear timelines, thoughtful change management planning, business case development and tracking against a defined and measurable ROI.
Also accountable for delivering against budget and forecasted spend for Finance Optimization roadmap work (both operating expense and capital expense).
Supports DDAT in the delivery of the core Finance platforms — SAP for ERP and Ledger, Anaplan for planning — through implementation, adoption, and retirement of legacy systems.
Develop robust communication and change management plans to support colleague adoption of new technologies and ways of working, ensuring a simple and consistent vision.
Own the financial data domain — how financial data is structured, who owns it, who has access to it, the quality of the data, the chart of accounts and master data stewardship.
Define a standard process to support Enterprise forecasting and planning, providing guidance to BU Finance teams on what data to share and when to share it, and ensuring there are robust underlying assumptions.
Ensure the right information reaches the right stakeholders to support sound, timely decision-making across the Enterprise.
Serve as the senior face of Finance Optimization with the Executive Leadership Team, Business Unit CFOs, and the broader Finance organization.
Partner closely with Controllership, Treasury, and FP&A leadership to ensure Enterprise standards hold up through close, reporting, and planning.
Act as Finance's counterpart to Enterprise Technology, operating as a shared owner of delivery rather than an internal customer — including where BU operational technology plans may affect Finance processes and systems.
Build, lead, and develop a high performing transformation team with clear roles, expectations, and accountability.
Evolve team capabilities and structure as the work advances – including Change Management and Communications.
Set the standard for simplicity in how the team works and communicates with stakeholders.