Senior Director, ERP Transformation

The Sr. Director of Process Transformation & Business Architecture is accountable for defining, governing, and evolving the company’s end-to-end business processes to enable successful delivery of the ERP/HRIS program and drive sustainable operational change. This leader owns the current-state process and requirements baseline, facilitates future-state process design aligned to our target operating model, drives transformation and operational improvement through clear linkage of processes to KPIs, and ensures standard operating procedures (SOPs) and process governance are created and embedded.

The role partners closely with the Executive Steering Committee (“ESC”), working group leaders (Talent, Operations, Finance, Consulting), and matrixed workstreams (Sales & Recruiting, Enterprise Architecture, Data Strategy, Project Management) to translate business strategy into standardized, scalable processes, enforce process best practices, and enable the organization to operate effectively in the new systems and ways of working.

1) Business Process Architecture & Governance (Enterprise-wide)

• Define and maintain an enterprise process inventory, ensuring process ownership, boundaries, and interfaces are clear across in-scope working groups and value streams.
• Setup mechanism to manage process changes, standardization decisions, and cross-stream alignment.

2) Current-State Process Discovery & Requirements Baseline

• Facilitate discovery workshops to document AS-IS processes (end-to-end), including pain points, variation by geography/business line, workflows, data flows, control points, and key dependencies.
• Ensure consistent production of clear artifacts that will guide and drive our process transformation:
• Process maps (swim lane), SIPOCs, RACI, policy/control mapping
• Business requirements (functional/non-functional), business rules, exception handling
• Process performance KPIs and baselines (cycle time, error rates, rework, manual touches)
• Ensure traceability from business outcomes → process requirements → system capabilities → configuration decisions .

3) Future-State Process Design & Best-Practice Optimization

• Facilitate TO-BE design aligned to target operating model, compliance needs, and global scalability.
• Drive standardization vs. localization decisions with a clear framework (regulatory, customer, competitive differentiation).
• Translate ERP/HRIS “out of the box” / best-practice capabilities into pragmatic business designs while protecting strategic differentiators.
• Partner with Working Group Leads to define process KPIs and controls for the future state (e.g., time-to-fill, billing accuracy, payroll accuracy, DSO, project margin leakage).

4) SOP / Work Instructions Creation & Process Enablement

• Design and execute the SOP creation process (templates, ownership, review cycles, publishing, version control).
• Build a process repository (e.g., SharePoint/Teams/knowledge base) integrated with training and role-based enablement.
• Ensure SOPs are aligned with configured system workflows, roles/security, and data standards.

5) Go ‑ Live & Cutover Readiness Leadership

• Own process readiness for go ‑ live , ensuring all end ‑ to ‑ end business processes across Talent, Operations, Finance, and Consulting are fully designed, documented, validated, and approved prior to cutover.
• Partner with the PMO to define and execute the process cutover strategy , including sequencing of business activities, handoffs, blackout periods, and interim operating procedures.
• Validate that future ‑ state processes, SOPs, and work instructions accurately reflect the configured system behavior and are finalized, published, and accessible before go ‑
• Ensure process ‑ level dependencies (cross ‑ value stream, integrations, data handoffs, approvals, and controls) are identified, tested, and operationally understood.
• Support end ‑ to ‑ end business scenario testing (E2E/UAT) by confirming process coverage, exception handling, and real ‑ world operational scenarios are exercised and resolved.
• Lead process defect triage during testing and cutover, prioritizing issues based on operational risk, regulatory impact, customer impact, and business continuity.
• Partner with Change Management and Training to confirm role clarity, process understanding, and readiness for Day ‑1 execution, including validation of job aids and role ‑ based enablement.
• Establish “ Day ‑1” and “Day ‑2” operating models , including temporary manual workarounds, escalation paths, decision rights, and ownership for unresolved issues.
• Act as the process authority during go ‑ live and hypercare , supporting rapid decision ‑ making, approving necessary process adjustments, and ensuring alignment with target operating principles.
• Capture post ‑ go ‑ live process learnings , stabilization needs, and optimization opportunities, and transition ownership to steady ‑ state process owners and continuous improvement governance.

6) Process Change Management & Adoption Readiness (in partnership with Working Group Leads and Change Management)

• Partner with Working Group Leads to translate process changes into:
• Role impacts, job impacts, controls impacts
• Training needs, communications, readiness plans
• Own the process adoption approach : process walk-throughs, simulations, pilot feedback loops, and hypercare triage for process issues.
• Identify “change hotspots” across geographies/business units and recommend mitigation actions.

7) Cross-Workstream Integration

• Drive and partner with Enterprise Architecture to ensure process designs align with application and integration architecture.
• Drive and partner with Data Strategy to ensure process requirements inform:
• Data definitions, master data ownership, governance, quality rules
• Reporting needs and analytics requirements
• Partner with PMO to manage scope, RAID items, milestone readiness, and deliverable sign-offs.
• Driver vendor/implementation partner(s) by providing business architecture direction, clarifying requirements, and ensuring design decisions align to business intent.

8) Decision Support & Executive Communications

• Produce clear executive-level summaries: process trade-offs, standardization benefits, risk implications, and required decisions.

Provide ESC-ready storytelling using data (pain points quantified, productivity/cost impacts,

Deliverables (illustrative)

• Enterprise Process Model & Process Inventory (L0–L4)
• Current-state maps, pain points, and improvement opportunities
• Requirements traceability matrix (process → issues → goals → requirement → configuration/test)
• Future-state process designs, business rules, and control framework
• Cutover and business readiness plans, including data conversions and changes to workflows
• SOP library + templates + governance workflow
• Process KPI framework and operating cadence (reviews, continuous improvement)
• Process change impact assessments and adoption readiness inputs

Minimum Requirements:

1. Experience

• 10+ years of experience in business operations, functional leadership, or transformation roles
• Experience leading or playing a significant role in ERP, HRIS or other functional software implementations
• Experience in staffing, professional services, or project ‑ based services organizations (time/expense, billing, payroll, project accounting)

1. Skills & Competencies

• Deep understanding of end-to-end enterprise processes and how ERP/HRIS systems enable them (e.g., HR core, payroll interfaces, finance, procurement, project accounting, time & expense, billing)
• Proven ability to drive “best practice” adoption while managing necessary business exceptions.
• Experience working with system integrators/implementation partners and influencing design decisions
• Expert in process discovery/facilitation, documentation standards, and requirements gathering.
• Strong capability in process measurement, root cause analysis, and optimization techniques.
• Familiarity with BPM tools/methodologies (Lean/Six Sigma, SIPOC, value stream mapping)
• Demonstrated ability to create scalable SOPs/work instructions and establish governance

1. Leadership Attributes

• Demonstrated leadership in ambiguous environments; able to align diverse stakeholders across functions and geographies
• Strong executive presence; capable of presenting to ESC and senior leaders
• Skilled at conflict resolution and negotiating standardization decisions across competing priorities
• Exceptional written and verbal communication; able to simplify complex process/system trade-offs
• Comfortable operating in a matrixed structure with multiple workstreams and dependencies.