VP, Process Excellence & Service Strategy

Campbell's•Camden, NJ

About The Position

The VP, Process Excellence & Service Strategy is the enterprise leader accountable for identifying, prioritizing, and delivering step-change improvements in business performance across end-to-end processes. This role combines transformation leadership with direct execution accountability, deploying targeted, cross-functional interventions to rapidly close performance gaps, resolve bottlenecks, and unlock measurable value where traditional approaches have stalled. The leader will build a durable capability that consistently delivers outcomes across cost, cycle time, quality, controls, and service experience by leveraging a full set of improvement levers, including: Lean process simplification and standardization, Digitization and automation, Service delivery model optimization (retain, shared services, managed services/BPO, captive/GCC), Governance, decision-making, and value realization. This role acts as both a strategic architect and hands-on operator, ensuring initiatives translate into sustained business results through rigorous execution, clear accountability, and disciplined follow-through.

Requirements

12–15+ years of experience in transformation, operations, shared services/GBS, consulting, or large-scale process improvement
Proven track record delivering measurable results using multiple levers (process redesign, digitization, operating model changes)
Demonstrated ability to lead cross-functional initiatives and drive decisions in complex environments
Strong analytical capability with ability to translate data into actionable insights and outcomes
Experience driving initiatives with direct accountability for results, not just advisory influence

Nice To Haves

Experience with managed services/BPO sourcing, governance, and value realization
Experience designing or operating shared services or captive/GCC models
Background in CPG, manufacturing, or complex operations environments

Responsibilities

Define and lead the enterprise process improvement strategy, including where to focus, how value is measured, and how improvements scale across functions.
Build and manage a transparent, prioritized pipeline of opportunities derived from diagnostics, benchmarking, process mining, control insights, and frontline input.
Ensure all initiatives are framed around end-to-end process outcomes and business impact, not siloed functional activity.
Lead targeted, cross-functional interventions to address the enterprise's highest-priority performance gaps, value leakage, and operational bottlenecks.
Mobilize small, high-caliber teams to rapidly diagnose issues, align stakeholders, and deliver measurable results on compressed timelines.
Establish and standardize a repeatable execution model, including: Clear problem definition and success metrics tied to business outcomes, Rapid diagnostic and root cause identification, Defined decision rights and escalation paths, Short-cycle execution plans with visible progress tracking, Regular executive reviews to drive decisions and remove constraints.
Maintain end-to-end accountability for sprint results, ensuring that solutions are implemented, adopted, and sustained. Sustainable outcome is transitioned back to the accountable business owner.
Lead enterprise efforts to simplify, standardize, and redesign processes to remove waste, reduce handoffs, clarify roles and decision rights, and improve speed and quality.
Deploy practical Lean methodologies (value stream mapping, standard work, visual management, root cause problem solving) to drive measurable operational improvement.
Establish process ownership, performance metrics, and management routines to sustain gains and prevent regression.
Partner with Technology and Digital teams to implement workflow, automation, and AI-enabled solutions that reduce manual effort and improve control and user experience.
Maintain a disciplined "simplify first, then automate" approach to ensure technology investments deliver meaningful value.
Define and track clear performance metrics (e.g., touchless rates, cycle time, exception rates, control adherence).
Own the enterprise framework for determining how work should be performed across retained teams, shared services, managed services/BPO, or captive/GCC models.
Lead evaluation, design, and implementation of service delivery changes, ensuring alignment with business priorities, risk considerations, and economics.
Where applicable, lead the end-to-end sourcing lifecycle in close partnership with Procurement, Legal, Finance, HR, and IT.
Design and operate a governance model that enables speed, clarity, and accountability in decision-making.
Establish clear decision rights, escalation paths, and execution cadence to resolve issues within days—not weeks.
Implement rigorous business case discipline and benefits tracking, with clear linkage to financial and operational outcomes.
Partner with Finance to validate and track realized value versus plan.
Lead mobilization and transition of major initiatives, including operating model changes, process redesigns, and technology deployments.
Ensure adoption through clear communication of the "why," clarity of roles and expectations, and improved frontline experience.
Drive stabilization and sustainment to ensure improvements are durable and embedded in daily operations.
Build and lead a high-performing team with capabilities spanning process excellence, analytics, automation enablement, service strategy, and change leadership.
Establish scalable ways of working, standard methodologies, and a strong talent pipeline.
Foster a culture of ownership, urgency, and continuous improvement.