Head of Global Resource Management

Your Journey at Crowe Starts Here: At Crowe, you can build a meaningful and rewarding career. With real flexibility to balance work with life moments, you're trusted to deliver results and make an impact. We embrace you for who you are, care for your well-being, and nurture your career. Everyone has equitable access to opportunities for career growth and leadership. Over our 80-year history, delivering excellent service through innovation has been a core part of our DNA across our audit, tax, and consulting groups. That's why we continuously invest in innovative ideas, such as AI-enabled insights and technology-powered solutions, to enhance our services. Join us at Crowe and embark on a career where you can help shape the future of our industry. Job Description: The Head of Global Resource Management reports to the Chief Operating Officer and will lead the assessment, design, implementation, and ongoing evolution of Crowe's future-state resource management operating model. This leader will build on strong capabilities across the firm to help bring the right people, skills, and delivery locations to each engagement; improve utilization, global delivery adoption, workforce economics, and client service; and give leaders better visibility into demand and capacity. The role will partner with executive leadership, business unit (BU) and delivery unit (DU) leaders, Human Resources (HR), Talent, Finance, Information Technology (IT), Revenue Operations (RevOps), India leadership, and operations teams to advance coordinated approaches that support Crowe's strategy, culture, and growth. Roles & Responsibilities: Advance Crowe's resource management operating model: Assess current capabilities and work with executive, practice, and operations leaders to design and implement a future-state model that builds on existing strengths. Define clear governance, roles, decision rights, shared standards, priorities, and ways of working while coordinating enterprise, BU-, DU-, and geography-based resource management teams. Lead forward-looking demand and capacity planning: Combine current revenue, demand, and utilization against budget with the best available forecasts of backlog, pipeline, and expected work. Partner with BU and DU leaders, RevOps, and Finance to give leaders timely views of capacity, emerging gaps, and required people decisions, and adjust staffing plans as conditions change. Improve utilization and delivery economics: Establish clear utilization measures and differentiated expectations by role, level, BU, and DU. Improve deployment, leverage, staffing mix, and cross-staffing while balancing client quality, employee development, sustainable workloads, and gross-margin improvement. Use staffing to expand high-quality global delivery: Use staffing, scheduling, and demand planning to integrate India talent into engagements, improve utilization of Crowe's global delivery capabilities, increase end-to-end and higher-value work, and remove barriers to effective collaboration between United States (US) and India teams. Further reinforce One Crowe in delivery: Promote collaboration and talent mobility across BUs, DUs, and geographies so Crowe can bring the best available expertise to each engagement and respond flexibly to changing demand. Establish clear enterprise principles for prioritizing resources across opportunities while balancing client needs, strategic importance, economics, professional development, and firmwide priorities. Build an integrated workforce and recruiting plan: Partner with Financial Planning and Analysis (FP&A), Finance, HR, Talent, Recruiting, RevOps, India leadership, and BU leaders to translate revenue forecasts into short- and long-term resource requirements. Incorporate productivity, utilization, promotion, attrition, skills, global delivery, and automation into recruiting decisions and the evolution of Crowe's workforce pyramid. Use staffing to support development and sustainable careers: Partner with HR, Talent, and business leaders to translate development needs into assignments, rotations, global experiences, and exposure to new offering. Use capacity and workload insights to balance short-plan delivery needs with sustainable workloads, broad development opportunities, and long-term career growth. Modernize resource management processes, data, and technology: Partner with ITto maintain useful skill profiles, define engagement requirements, and rapidly match required skills with available talent. Apply Lean practices, artificial intelligence (AI), and automation to reduce manual coordination, improve data quality and decisions, and provide real-time visibility into demand, capacity, utilization, skills, and availability. Manage flexible capacity: Establish a practical approach for using internal US talent, India talent, cross-BU staffing, and independent contractors (1099 resources). Improve the speed and consistency of external-resource decisions while balancing quality, cost, skil #J-18808-Ljbffr crowe