Vice President, Strategy & Transformation

Where it began…

In 1951 SF Fire Credit Union first opened its doors from a modest 10′ × 15′ office space in 17 Engine. It was from those humble beginnings—where everyone pitched in to help one another in their community—that the organization forged its way of business forever. Today, the San Francisco-based credit union has grown to $1.7B in assets and a membership that extends from the regional firefighters we trace our roots back to throughout our many neighbors in San Francisco, San Mateo and Marin Counties. Our members benefit from the ideas and principles that have shaped us: Shared trust, continuous innovation of products and services, competitive rates, and excellent member service. These qualities foster a true sense of member-ownership and strengthen the credit union’s bond with the people for whom this credit union was created.

What we stand for…

There are a few things we look for those we hire at SF Fire Credit Union, regardless of role or team.

• First, do they align with our values?
• Be Personal – Walk the Member/Employee Path
• Be a Leader – Empower, Collaborate, Own
• Be Outside the Box – Innovate, Educate, Engage
• Be Real – Integrity and Transparency Matter
• Be the Connection – Serve our Community

Second, will they thrive in a culture like ours, where we default to trust, embrace feedback, and desire to innovate? Finally, do they share our vision to help empower members to accomplish their dreams and build lasting financial security in whatever way is most relevant to their role?

What it feels like…

Most days it feels more like going to work with a big family. Whether it’s a pot luck lunch, baking birthday cakes for colleagues in the kitchen, or after-hours get together, we’re here to do a great job and have a good time while doing it! We value a good sense of humor, are motivated by a higher purpose, and always bring an “in-this-together” attitude. While we’re driven to do great work, we also value real work/life balance.

Is This the Career for You?

SF Fire Credit Union is entering a pivotal period in its evolution. We have established an ambitious vision focused on growth, member experience excellence, digital enablement, operational efficiency, and long‑term organizational sustainability.

To achieve that vision, we are creating a dedicated Strategy & Transformation function responsible for translating strategy into action, aligning investments with enterprise priorities, and ensuring successful delivery of strategic initiatives across the organization.

This role will serve as the organizational bridge between strategic planning and execution.

Vice President, Strategy & Transformation

The Vice President, Strategy & Transformation is responsible for helping define, operationalize, govern, and execute the Credit Union's strategic agenda.

Reporting to the Chief of Staff, this executive will ensure that enterprise initiatives, investments, and resources remain aligned with organizational priorities while driving disciplined execution across the organization.

Responsibilities

The role will oversee:

• Enterprise Strategy
• Strategic Planning
• Corporate Planning
• Business Transformation
• Continuous Improvement
• Enterprise Project Governance
• Project Portfolio Management
• Project Review Board (PRB)
• Project Management Office (PMO)
• IT Project Management Team
• Strategic Initiative Delivery

The successful candidate will lead a small team of strategy and transformation professionals who operate as an internal consulting capability, helping leaders define business cases, prioritize initiatives, solve cross‑functional problems, and drive execution of high‑priority strategic initiatives. The role will also oversee the PMO team and project managers responsible for enterprise project delivery. The future‑state organizational design identified Enterprise Strategy, Corporate Planning, Business Transformation, Continuous Improvement, Technology Strategy, and Performance Management & Analytics as core components of the Strategy & Transformation organization.

This is not a traditional PMO leadership role.

We are seeking a strategy execution leader capable of helping the organization answer three fundamental questions:

1. Where are we going?
2. What initiatives matter most?
3. Are we executing effectively against our priorities?

What You Get To Do

Create a disciplined enterprise‑wide strategy execution framework that ensures:

• Strategic priorities are clearly articulated.
• Investments align to strategy.
• Resources are allocated appropriately.
• Projects deliver measurable business value.
• Governance supports informed executive decision‑making.
• Enterprise change initiatives are executed successfully.

Enterprise Strategy & Corporate Planning

• Partner with the Chief of Staff, CEO, and Executive Management Team to refine and operationalize the Credit Union's strategic plan.
• Translate strategic objectives into measurable initiatives, milestones, and outcomes.
• Develop and maintain enterprise strategic roadmaps.
• Create a clear linkage between strategic goals, project investments, resource allocations, and performance metrics.
• Support annual and multi‑year strategic planning processes.
• Facilitate executive strategy discussions, offsites, and planning sessions.
• Ensure organizational priorities remain aligned with long‑term business objectives.

Strategy Execution & Business Transformation

• Lead enterprise transformation initiatives sponsored by executive leadership.
• Establish a structured methodology for strategic initiative delivery.
• Identify and remove barriers to execution.
• Ensure accountability for strategic outcomes across business functions.
• Help leaders develop implementation plans that drive measurable business value.
• Track realization of anticipated benefits and business outcomes.

Enterprise Project Portfolio Management

• Own the enterprise project and initiative portfolio.
• Establish a single source of truth for enterprise project visibility.
• Create transparency into organizational capacity, resource utilization, dependencies, and delivery risks.
• Develop prioritization frameworks that balance strategic value, member impact, regulatory requirements, operational efficiency, financial return, and organizational capacity.
• Ensure projects are sequenced appropriately based upon strategic importance and resource constraints.

Project Review Board (PRB) Leadership

• Redesign and modernize the Project Review Board (PRB).
• Establish a rigorous enterprise project intake process.
• Implement consistent business‑case requirements.
• Standardize project prioritization criteria.
• Ensure executive leadership has visibility into project impacts, dependencies, risks, and resource demands.
• Facilitate executive discussions regarding project prioritization and investment decisions.
• Ensure all significant initiatives are evaluated consistently against strategic objectives.

PMO Leadership

• Assume leadership of the Project Management Office.
• Lead and develop the PMO team and IT Project Managers.
• Expand PMO capabilities beyond traditional technology implementations.
• Establish enterprise standards for project delivery, governance, reporting, and risk management.
• Improve project management maturity across the organization.
• Introduce consistent project management methodologies and tools.
• Develop executive‑level reporting on project status, risks, dependencies, and outcomes.

Internal Consulting & Strategic Advisory Team

• Lead a small Strategy & Transformation team that operates as an internal consulting function.
• Support executives and business leaders with:
  • Business‑case development
  • Cost‑benefit analysis
  • Process improvement initiatives
  • Organizational design
  • Transformation planning
  • Program management
  • Operational assessments
  • Strategic recommendation development
• Deploy team resources to the organization's highest‑priority initiatives.

Performance Management & Strategic Analytics

• Partner with leaders across the organization to define strategic success measures.
• Develop scorecards and dashboards that track strategic execution.
• Monitor initiative performance and benefit realization.
• Identify emerging risks to strategic objectives.
• Use data and analytics to support executive decision‑making.

Governance & Executive Communications

• Build governance structures that promote accountability and timely decision‑making.
• Create executive reporting frameworks for strategic initiatives.
• Prepare executive and board‑level presentations.
• Facilitate steering committees, governance forums, and executive working sessions.
• Ensure leadership teams maintain focus on the highest‑value priorities.

What We Look For In You

• Bachelor's degree in Business, Finance, Economics, Strategy, Operations, or related field.
• MBA or equivalent advanced degree strongly preferred.
• 10+ years of experience in:
  • Strategy
  • Management Consulting
  • Transformation
  • Corporate Development
  • Enterprise PMO Leadership
  • Strategic Program Management
• Proven experience leading enterprise transformation initiatives.
• Experience designing and implementing governance frameworks.
• Experience building and managing project portfolios.
• Strong executive facilitation and communication skills.
• Experience working directly with executive leadership teams and boards.
• Exceptional analytical and problem‑solving ability.

Preferred Backgrounds

Ideal candidates may come from:

• Management Consulting
• Banking Strategy
• Credit Union Strategy
• Enterprise Transformation Offices
• Corporate Strategy Teams
• PMO Leadership Functions
• Digital Transformation Programs

Experience in financial services is strongly preferred.

Leadership Profile

• A strategist who can execute.
• A transformation leader who can influence without authority.
• A consultant who can drive outcomes.
• A governance leader who can create accountability.
• A portfolio manager who understands business value.
• A problem solver who thrives in ambiguity and change.

What Success Looks Like

• Within the first 12–24 months, the VP, Strategy & Transformation will:
• Establish a clear enterprise strategic planning framework.
• Create a direct linkage between strategy, investments, and execution.
• Modernize and relaunch the Project Review Board.
• Implement disciplined project intake and prioritization processes.
• Consolidate visibility into the full organizational project portfolio.
• Increase executive confidence in project governance and resource allocation.
• Build a high‑performing internal consulting and transformation capability.
• Improve organizational execution against strategic priorities.
• Ensure enterprise initiatives deliver measurable business outcomes.
• Create a culture in which strategy is translated into disciplined execution and sustainable results.

Salary

This compensation range takes into account the wide range of factors that are considered in making compensation decisions including but not limited to skill sets; experience and training; licensure and certifications; and other business and organizational needs. At SFFCU, it is not typical for an individual to be hired at or near the top of the range for their role and compensation decisions are dependent on the facts and circumstances of each case. A reasonable estimate of the current range for the San Francisco Market is an annual salary of $156,600 to $235,000.

Our Benefits

• 401(k) and Employer Match
• Health, Vision, Dental and Life Insurance
• Annual Incentive/Bonus Program
• Tuition Reimbursement Program
• 11 Paid Holidays + Competitive PTO package
• Home & Consumer Loan Program (Discounted Rates)
• Professional development and training programs
• On‑demand personal coaching resource
• Wellness Program (Discounted Gym Membership)

Equal Opportunity Employment

Pursuant to the San Francisco Fair Chance Ordinance, we will consider for employment qualified applicants with arrest and conviction records.

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