Business Intelligence Manager

The Manager - Business Intelligence is a high-visibility opportunity to lead the Business Intelligence program, delivering CSP’s analytical backbone of our new Strategy and Transformation group. Reporting to the VP of Strategy and Transformation, you will be the program owner and champion of our business intelligence strategy, responsible for transforming our fragmented and manual reporting landscape into a streamlined, automated, and insightful enterprise “single source of truth.” You will partner closely with the IT Technical BI Manager, who owns development execution, while you own demand management, requirements, governance facilitation, rollout, and value realization across Finance, Operations, Sales, and Procurement. This role has frequent touchpoints and connections with our Senior Leadership Team. This is a unique hybrid role that combines program management discipline with strong financial acumen and business partnership. Your core mission is to eliminate low-value, manual Excel reporting and empower our business leaders—from the plant floor to the C-suite—with dynamic, self‑service dashboards and analytics built on governed data definitions and standardized KPIs. You will be the engine that drives our transition from a culture of data gathering to a culture of data-driven decision-making by creating organizational pull for analytics, while the technical team delivers the underlying system. You will improve speed, accuracy, and trust in performance reporting by ensuring the right things get built, adopted, and measured. This is a newly created role, offering the opportunity to shape our BI strategy, establish best practices, and influence how data is leveraged across the organization including defining the BI operating model in partnership with IT (intake, prioritization, governance, rollout and adoption). Responsibilities 1 Demand Manage & Roadmap Ownership Serve as the “front door” for all business requests for new dashboards, reports, and analytics—filtering, scoping, and prioritizing them into a single enterprise BI roadmap so the technical team can focus on deep development work without ad‑hoc interruption. Own the BI intake and prioritization process, balancing strategic initiatives (e.g., Monthly Business Review pack, KPI scorecards, value creation bridges) against tactical requests using a transparent scoring framework agreed with Senior Leadership. Own the automation of the core management reporting package, including the Monthly Business Review (MBR) pack, KPI scorecards, and value creation bridges with reliable refresh schedules, distribution, and drill‑down capability. Challenge the status quo by identifying opportunities to automate and streamline existing reporting processes, working to decommission legacy reports building the business case and sequencing the work on the roadmap; partner with the Technical Manager on execution, while maintaining clear documentation and change control. Develop and maintain the BI roadmap end-to-end including milestones, dependencies, and stakeholder communications; provide regular roadmap reviews to the Senior Leadership Team. Track program health metrics—throughput, cycle time, adoption, data quality incidents—and use them to continuously tune intake and prioritization 2 Business Partnership and Empowerment Partner closely with the FP&A and Operations Finance team and senior business leaders (in Operations, Sales, and Procurement) to deeply understand their data needs and challenges and align solutions to strategic priorities. Convert vague business problems into clear, structured functional requirements—user stories, acceptance criteria, KPI definitions, and dashboard mockups—before handing off to the IT Technical BI Manager for development. Define business acceptance criteria for every BI deliverable and lead user acceptance testing with the business before release. Champion data literacy across the organization by training and supporting users on new BI tools, enabling a culture of self‑service analytics through enablement materials, best‑practice guides, and recurring office hours. Present findings and analytical insights to stakeholders at all levels, including senior executives, in a clear and concise manner with actionable recommendations and executive‑ready narratives. 3 Data Governance. Definitions & Delivery Partnership Convene business leaders across Finance, Operations, Sales, and Procurement to agree on standardized definitions for core metrics (e.g., how “revenue,” “active customer,” or “on‑time delivery” is calculated) so the technical team builds every dashboard from a single source of truth. Partner with the IT department to design, develop, and optimize the underlying data infrastructure (ETL processes, data Lakehouse) that feeds our BI tools and ensures scalable, maintainable pipelines. Act as the “business owner” of key financial and operational data sets, owning the definitions, governance forums, and approval workflows; the IT Technical BI Manager owns the corresponding technical implementation (data models, lineage, access controls). Partner with the IT Technical BI Manager to estimate development timelines, balance team workload across competing priorities, and manage delivery expectations back to business stakeholders. Partner with business data owners and cross‑functional stakeholders to lead data validation and reconciliation efforts, leveraging analytical tables, dashboards, and visualizations developed by the Technical Team to ensure data accuracy, consistency, integrity, and alignment with business requirements and reporting standards. Serve as the primary liaison between Business/Finance and IT on all data‑related projects, managing risks, dependencies, and stakeholder communications while the technical team focuses on execution. 4 Rollout, Adoption & Value Realization Own the launch of every new dashboard and BI capability—communications plan, training curriculum, office hours, and enablement materials—so business users can self‑serve from day one. Champion data literacy across the organization and build a community of practice for power users; recurring training programs are owned here. Track adoption metrics (active users, report usage, self‑service ratio) and intervene where adoption lags expectations. Measure and report the business impact of delivered BI projects—time saved, decisions accelerated, working capital unlocked—and present ROI of the analytics program to the Senior Leadership Team on a recurring cadence. Preferred Experience and Skills We are looking for a program leader with hands‑on experience building a BI program from scratch, a passion for data and a proven ability to orchestrate the people, processes, and priorities required to turn complex business problems into impactful analytical solutions. 5-7+ years of building and leading business intelligence, data analytics, or financial systems programs, preferably within a complex manufacturing or industrial environment. Working knowledge of a major BI platform (Power BI strongly preferred; Tableau, QlikView also considered) sufficient to scope requirements, build mockups, and evaluate technical proposals — hands‑on development is owned by the IT Technical BI Manager Strong proficiency in SQL and a solid conceptual understanding of data modeling — enough to communicate fluently with the technical team and validate that proposed solutions meet business requirements Solid foundation in finance and accounting principles. You must be able to understand the data you are working with (P&L, Balance Sheet, cost accounting concepts). Proven track running an intake/prioritization process, and translating business needs into structured requirements, and driving adoption of delivered solutions. Demonstrated experience facilitating cross‑functional governance forums (e.g., metric definition councils, prioritization committees) and securing agreement among senior stakeholders with competing priorities. Strong stakeholder management, influencing, and change‑management skills to drive adoption of new reporting standards and tools Experience managing data validation initiatives in collaboration with business stakeholders and data owners to ensure reporting accuracy and data governance compliance. Proven ability to communicate complex analytical concepts and business insights to executive leadership and non‑technical stakeholders in a clear and actionable manner. Ability to work independently and collaboratively in a fast‑paced environment with strong attention to detail. Education Bachelor’s degree in Finance, Information Systems, Computer Science, or another quantitative field is required. Personal Attributes Data-Driven Storyteller : You have a unique ability to not just present data, but to visualize it in a way that tells a clear and compelling story. Influential Leader : You can build alignment across departments and influence decision‑making through data, insights, and strong stakeholder relationships Process-Oriented Orchestrator : You thrive in designing new operating models and processes from the ground up and have a keen eye for the structures (intake, prioritization, governance) that make a cross‑functional program run smoothly. Intellectual Curiosity : You are driven to understand the “why” behind business performance and are passionate about digging into data to find the answers. Collaborative Partner : You build strong working relationships with both technical and non‑technical stakeholders and excel at bridging the gap between them. High Level of Ownership : You are a self‑starter who takes pride in the quality, accuracy, and impact of your work. #J-18808-Ljbffr CSP