VP, Business Transformation

Role Description

Colibri is in the middle of Farside, one of the most significant enterprise transformations in our company's history. Workday is rearchitecting how we manage and operate our finances. Salesforce — spanning CRM, Data Cloud, Marketing Cloud, and Commerce Cloud — is becoming the unified platform for how we market to, sell to, serve, and retain customers across every brand and ecosystem. Technical delivery is on track. The unfinished work is on the business side: ensuring these systems fundamentally change how Colibri operates, not just how it runs its software.

The VP of Business Transformation owns overall program success. The P&T STL drives both technical delivery and product ownership of the platforms — what gets built, how the systems are configured, and what capabilities are delivered. This leader is accountable for whether those capabilities translate into lasting organizational change and captured financial value: the operating model redesign, the change adoption, and the business-side execution that determine whether Farside transforms how Colibri operates or merely implements software.

This leader runs a small, focused team of 2–3 direct reports covering program execution and organizational change management, and partners directly with the P&T STL as the business-side co-lead at the program's highest level.

What You'll Do

• Own Overall Program Success
  • Be accountable for whether Farside delivers on its intended outcomes — not whether technical milestones are hit, but whether the operating model on the other side is measurably better and the financial value is captured.
  • Maintain a clear, honest view of program health from the business side — surface risks before they become go-live blockers, resolve them with speed, and ensure no business-side gap delays a go-live.
  • Report to executive leadership with the credibility and directness of an owner — not a status updater.
• Remove Roadblocks — Relentlessly
  • Identify what is blocking business transformation progress and remove it — through direct problem-solving, stakeholder alignment, or executive escalation, at whatever level it takes.
  • Move fast. This program is live. Issues that aren't resolved in days cost weeks.
  • Partner with the P&T STL on go-live sequencing and readiness — when technical and business-side work need to move together, own the coordination at the leadership level.
• Lead the Business Transformation Team
  • Build and lead a small, high-impact team covering program execution, organizational change management, and business transformation support.
  • Set outcome-level expectations — your team is accountable for results, not activities — and hold them to it.
  • Own change adoption outcomes: define what adoption looks like for each go-live, track the leading indicators, and hold the OCM lead accountable for hitting them — not for running activities.
  • Build the institutional capability that outlasts the program — operating model design methodology, change adoption practice, and documented playbooks that make each successive go-live faster than the last.
• Drive Operating Model and Org Design
  • Own the operating model work that converts system capability into business change — process redesign, accountability mapping, org structure decisions, and workflow transformation.
  • Lead Finance post-Workday operating model design: what workflows change, which roles change, what the NetSuite transition looks like, and the full path to completion.
  • Map fragmented operations across ecosystems, size the cost of that fragmentation, and drive decisions on what the right standard should be.
  • Own the structural questions — what centralizes, what stays in ecosystems, what shifts between P&T and the business — and drive to resolution before go-lives create facts on the ground.
• Accelerate Ecosystem Readiness
  • Own readiness for each Salesforce ecosystem migration on the business side — whether teams are genuinely prepared to operate differently, not just that systems are technically implemented.
  • Build the repeatable readiness playbook that compresses time from 'ecosystem in queue' to 'ecosystem operating at adoption threshold' — and makes each go-live smarter than the last.

Qualifications

• You've owned outcomes, not just work.
• You can point to a specific process or operating model redesign you personally drove from diagnosis through implementation to a measurable result.
• You've operated in a live program or operating environment where decisions had to be made with imperfect information.
• You've removed a significant organizational obstacle — one that others had stopped trying to move.
• You've moved organizations you didn't control.
• You've persuaded an executive or GM to act on a recommendation they initially resisted.
• You've operated in a matrixed environment with real accountability but limited authority.
• You've navigated a politically complicated situation with high stakes.
• You can size a business case and defend it.
• You know what good operating model work looks like.
• Background in management consulting followed by 5+ years in an in-house operating role at a company that went through a major systems transformation.
• You've built and led a team.

Requirements

• Functional Expertise
  • Operating model design and process redesign at enterprise scale.
  • Organizational change management — sufficient command of OCM methodology to direct an OCM practitioner to outcomes.
  • Financial modeling and business case development.
  • Cross-functional program coordination in a live transformation environment.
  • Org design and accountability framework development.
  • Executive communication and stakeholder management.
• Systems and Platform Familiarity
  • Workday (financials) — sufficient fluency to understand the operating model implications.
  • Salesforce platform (CRM, Marketing Cloud, Commerce Cloud, Service Cloud / Data Cloud).
  • Familiarity with the gap between technical go-live and business adoption in enterprise systems implementations.
• Background Profile
  • 12–18 years of relevant experience spanning rigorous analytical work, operational execution, and team leadership.
  • Management consulting background followed by 5+ years of in-house operating experience at VP level.
  • Experience in a multi-brand or multi-unit company.
  • Private equity or sponsor-backed environment experience preferred.
  • Has personally led a team through at least one major system go-live from a business readiness perspective.

Benefits

• Colibri Group welcomes applicants from all backgrounds and experiences.
• We are committed to building a diverse and inclusive workplace.
• We encourage you to apply, even if your background doesn't align perfectly with every qualification listed.