Director, Strategy, Finance Transformation - job 13 of 20

The Director, Strategy, Finance Transformation is responsible for evolving the finance transformation strategies, leading thorough analyses for decision-making, and engaging with key stakeholders including the CEO and Finance Leadership Team. This role also involves the development of KPIs, metrics tracking, and overseeing communication strategies to align with broader enterprise transformations.

Candidates for the Director, Strategy, Finance Transformation role should possess significant experience in operationalizing strategy and implementing transformative change. Additionally, strong analytical skills, attention to detail, and the capability to engage and mobilize cross-functional teams are essential.

The Director, Strategy, Finance Transformation plays a crucial role in driving the Velocity Office's vision by developing strategies, ensuring execution continues to meet objectives, and enhancing collaboration across finance functions to support growth and complexity within the business.

In the Director, Strategy, Finance Transformation role, you will manage projects related to operating model design, implementation playbooks, performance tracking, and overall program delivery, ensuring alignment between finance functions and broader organizational goals.

Yes, the Director, Strategy, Finance Transformation position is hybrid, meaning that employees split their time between remote work and in-office presence. Employees are expected to work from the office at least three days a week as determined by leadership, promoting flexibility while ensuring collaborative team efforts.

To develop a finance transformation strategy, I begin with a thorough analysis of existing processes and stakeholder inputs. I consider industry best practices and benchmarks, ensuring that the strategy aligns with both short-term objectives and long-term organizational goals.

Absolutely! In my previous role, I spearheaded a major shift in our forecasting process, which involved cross-functional collaboration. We identified bottlenecks and streamlined communication, resulting in a 30% reduction in cycle time and increased stakeholder satisfaction.

I employ a mix of stakeholder mapping and regular communication touchpoints to ensure all voices are heard. Customizing my approach to meet the preferences of various stakeholders helps build trust and gather the necessary buy-in for successful transformations.

Ensuring alignment requires clear communication and a shared vision. I facilitate workshops and regular update meetings where team members can voice concerns, share feedback, and align on objectives, creating a cohesive approach to transformation.

Critical KPIs include efficiency metrics, forecasting accuracy, cost reductions, and stakeholder engagement scores. These indicators provide insights into how well the transformation is progressing and highlight areas that need further focus.

Prioritization comes down to understanding the business impact and deadlines of each project. I leverage project management tools and frameworks like the Eisenhower Matrix to categorize tasks and focus on what is most urgent and essential to the overall strategy.

My experience with stakeholder change management includes developing communication plans, actively listening to concerns, and creating educational resources to guide stakeholders through transitions, ensuring they feel supported throughout the process.

I often use data visualization tools like Tableau or Power BI alongside spreadsheet software for detailed analyses. These tools help derive insights quickly and present data in easily understandable formats for stakeholders.

To motivate teams, I focus on celebrating small wins and maintaining transparent communication about progress and setbacks. Encouraging collaboration and recognizing individual contributions fosters a positive environment even during challenging times.

My vision for finance transformation involves leveraging advanced analytics, increasing automation, and enhancing team capabilities to create a more agile finance function that not only supports business goals but also drives innovation within the organization.