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