Roles & Responsibilities:

• Advance Crowe’s resource management operating model: Assess current capabilities and work with executive, practice, and operations leaders to design and implement a future-state model that builds on existing strengths. Define clear governance, roles, decision rights, shared standards, priorities, and ways of working while coordinating enterprise, BU-, DU-, and geography-based resource management teams.
• Lead forward-looking demand and capacity planning: Combine current revenue, demand, and utilization against budget with the best available forecasts of backlog, pipeline, and expected work. Partner with BU and DU leaders, RevOps, and Finance to give leaders timely views of capacity, emerging gaps, and required people decisions, and adjust staffing plans as conditions change.
• Improve utilization and delivery economics: Establish clear utilization measures and differentiated expectations by role, level, BU, and DU. Improve deployment, leverage, staffing mix, and cross-staffing while balancing client quality, employee development, sustainable workloads, and gross-margin improvement.
• Use staffing to expand high-quality global delivery: Use staffing, scheduling, and demand planning to integrate India talent into engagements, improve utilization of Crowe’s global delivery capabilities, increase end-to-end and higher-value work, and remove barriers to effective collaboration between United States (US) and India teams.
• Further reinforce One Crowe in delivery: Promote collaboration and talent mobility across BUs, DUs, and geographies so Crowe can bring the best available expertise to each engagement and respond flexibly to changing demand. Establish clear enterprise principles for prioritizing resources across opportunities while balancing client needs, strategic importance, economics, professional development, and firmwide priorities.
• Build an integrated workforce and recruiting plan: Partner with Financial Planning and Analysis (FP&A), Finance, HR, Talent, Recruiting, RevOps, India leadership, and BU leaders to translate revenue forecasts into short- and long-term resource requirements. Incorporate productivity, utilization, promotion, attrition, skills, global delivery, and automation into recruiting decisions and the evolution of Crowe’s workforce pyramid.
• Use staffing to support development and sustainable careers: Partner with HR, Talent, and business leaders to translate development needs into assignments, rotations, global experiences, and exposure to new offerings. Use capacity and workload insights to balance short-term delivery needs with sustainable workloads, broad development opportunities, and long-term career growth.
• Modernize resource management processes, data, and technology: Partner with IT to maintain useful skill profiles, define engagement requirements, and rapidly match required skills with available talent. Apply Lean practices, artificial intelligence (AI), and automation to reduce manual coordination, improve data quality and decisions, and provide real-time visibility into demand, capacity, utilization, skills, and availability.
• Manage flexible capacity: Establish a practical approach for using internal US talent, India talent, cross-BU staffing, and independent contractors (1099 resources). Improve the speed and consistency of external-resource decisions while balancing quality, cost, skill availability, development, delivery risk, and gross margin.
• Build alignment and continuously improve performance: Establish enterprise metrics, dashboards, forecasting routines, staffing meetings, and executive reporting to improve visibility and decision-making. Build executive and practice-leader alignment, facilitate decisions, share effective practices across the firm, and encourage adoption through useful tools, strong support, and demonstrated value.

Ideal Experience and Qualifications:

• Resource Management leadership: 15+ years of experience in resource management, workforce planning, professional-services operations, or a closely related field, including meaningful experience leading and scaling a resource management function.
• High-performing global professional-services experience: Direct experience leading or holding a senior role in resource management within a high-performing global professional-services firm, including multiple businesses, geographies, and meaningful offshore or global-delivery capabilities.
• Operating-model build and transformation experience: Proven track record assessing, designing, and implementing enterprise resource management operating models, including governance, roles, processes, technology, reporting, change management, and continuous improvement.
• Commercial, analytical, and forecasting judgment: Strong demand and capacity planning, scenario analysis, workforce modeling, utilization management, and commercial judgment, with a practical understanding of leverage, staffing mix, engagement profitability, and gross margin.
• Global delivery and India experience: Experience using staffing and scheduling to integrate offshore talent into onshore-led engagements, increase ownership and utilization, and maintain quality and effective collaboration.
• Resource management systems, data, and AI: Experience with skills taxonomies, staffing or workforce platforms, dashboards, data governance, workflow design, automation, and practical applications of AI to resource matching, planning, and administration.
• Executive influence and cross-functional partnership: Demonstrated ability to influence senior executives, highly independent partners, BU and DU leaders, HR, Talent, Finance, IT, RevOps, and local resource managers without relying primarily on formal authority.
• Education: Bachelor’s degree required; a Master of Business Administration (MBA) or advanced degree in business, finance, analytics, human capital, operations, or a related field is preferred but not required.
• Travel requirements: Travel will include regular domestic travel and periodic travel to India, based on business needs.

What you Bring:

• Hands-on, action-oriented operator who is willing to work directly in workforce models, staffing processes, dashboards, skill definitions, and allocation decisions rather than managing only from a distance
• Enterprise-minded One Crowe leader who places client and firmwide outcomes ahead of local ownership and models Care, Trust, Courage, and Stewardship
• Objective and fair decision-maker who can create transparent allocation rules, resolve competing demands, and use judgment when circumstances require exceptions
• Development-minded staffing leader who understands how assignments shape skills, careers, engagement, and sustainable workloads
• Process-oriented continuous improver who applies Lean thinking, shares best practices, and strengthens coordination without losing necessary nuance
• Long-term steward who balances immediate utilization and financial results with the workforce pyramid, capabilities, leadership pipeline, and adaptability Crowe needs for the next 80 years and beyond
• Trusted influencer with the presence and emotional intelligence to build alignment among senior executives, partners, business leaders, and resource managers
• Clear communicator who turns complex demand, capacity, and workforce information into practical recommendations and timely decisions
• Low-ego, high-energy player / coach who thrives at the pace of a private-equity-backed value-creation environment and moves quickly from diagnosis to measurable results