Sobre este puesto de Senior Director, Transformation & Enterprise Data - FTC for 1 year en Keyloop
Overview
The Senior Director, Transformation & Enterprise Data leads Keyloop's enterprise transformation agenda — owning the pace, prioritisation, governance and value realisation of the portfolio of multi-functional and cross-functional transformation programmes, at the speed of decision-making expected in a PE-backed business. This is a builder's role: the successful candidate operates close to execution while architecting the operating model, governance and ways of working that let Keyloop scale, rather than running a purely administrative programme office.
The role also operates as a delivery partner to the CFO/COO and senior leaders, driving accountability across teams outside the direct reporting line, and owns group-level, cross-functional data and reporting — driving towards a common platform and single dataset that gives the business one consistent, trusted view of performance.
Scope & Scale
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Global remit across all regions and functions, including leadership of multiple PMOs (functional and/or regional) through senior leads
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Accountability for multi-year, multi-functional and cross-functional transformation programmes
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Direct line of sight to the CFO/COO and Executive Leadership Team on portfolio health, pace and value delivery
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Operates within a PE-backed environment, with a direct connection to value creation plan milestones and investor reporting
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Ownership of group-level, cross-functional data and reporting, driving towards a common platform and single dataset across the business
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Dotted-line influence over programme resources embedded within functions
Stakeholder Scope
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CFO / COO
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CEO and Executive Leadership Team
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Private Equity sponsor / investor stakeholders (value creation plan reporting)
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Function heads across IT, HR, Finance, Product, Engineering and Commercial
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Programme and project sponsors
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Technology and Data teams
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External delivery partners and consultancies
Key Accountabilities
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Define and lead the transformation operating model, structure and standards across the portfolio
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Own the enterprise transformation portfolio, prioritisation and governance framework, setting and enforcing consistent reporting, RAID management, stage gates and benefits tracking
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Drive pace and delivery discipline across multi-year, cross-functional transformation programmes
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Act as delivery partner to the CFO/COO and senior leaders, translating enterprise strategy into detailed plans, accountable owners and tracked outcomes
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Drive accountability for tasks, deadlines and results across teams and individuals outside the direct reporting line, partnering with function heads and sponsors to unblock delivery and manage cross-functional dependencies
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Identify initiative dependencies and risks across the portfolio, develop mitigation plans, and act as senior escalation point for programme risks and cross-functional conflicts
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Build and scale transformation delivery capability across the business, standardising ways of working
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Lead, develop and performance-manage a global team of transformation/programme leaders
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Build executive-level presentations and materials to share insights, provide progress updates and escalate critical items
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Refine and embed business processes, operational best practice and change management approaches across the organisation, drawing on external best practice adapted to Keyloop
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Own group-level, cross-functional data and reporting, driving towards a common platform and single source of truth that replaces fragmented tools and datasets across functions
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Champion a fast-paced, outcome-focused delivery culture suited to a PE-backed business
Key Performance Indicators (KPIs)
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On-time and on-budget delivery of the transformation portfolio
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Pace of programme delivery against plan (cycle time and milestone adherence)
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Realisation of programme benefits and value against the value creation plan
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Portfolio governance maturity and adoption of standard ways of working
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Quality and timeliness of executive and PE reporting
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Risk and issue resolution cycle time
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Stakeholder satisfaction across function heads and sponsors
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Adoption of a common group-level data platform and reduction in fragmented, duplicate reporting
Knowledge and Experience
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Proven track record leading large-scale, multi-year, cross-functional transformation programmes at pace, ideally in a PE-backed or high-growth environment
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Experience leading or building an Enterprise/Global PMO or portfolio management function — PMO experience is expected as a foundation for this role, not its primary focus
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Deep understanding of PE-backed business dynamics: value creation plans, investor reporting and rapid decision cycles
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Experience driving enterprise data and reporting standardisation, ideally including delivery of a common BI/reporting platform and single dataset across a global organisation
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Proven leadership of multi-layer, global teams through senior leaders
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Excellent stakeholder management skills at CFO/COO, Executive and investor level
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7–10 years of experience in strategic planning, programme management and change management, including 5–7 years in end-to-end business process redesign
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7–10 years working directly in technology or enterprise software companies
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Ability to analyse complex problems, identify operational gaps and develop integrated solutions through cross-functional teams without a direct reporting structure
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Executive-level verbal and written communication and presentation skills, with the ability to communicate at all levels of the organisation
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A strong sense of urgency and drive for results, with a demonstrated desire for continuous learning and improvement
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Familiarity with programme/portfolio tools (e.g. Smartsheet, Jira, MS Project, Power BI)
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Experience in software/SaaS or technology-led businesses, including on-premise to SaaS transformation (desirable)
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Project and change management certification desirable (e.g. PMP, PRINCE2, MSP, Prosci) — not required
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MBA (desirable)
