Colibri Group · St. Louis
OtherShared ServicesRemoteposted 8w ago
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.
The Farside program has two co-leaders at the VP level: the P&T STL, who owns system delivery and product outcomes — how the platforms are built, configured, and what capabilities they deliver — and this role, who owns organizational transformation outcomes — how the business operates on top of those platforms, whether change adoption is real, and whether the financial value is captured. Both are outcomes-oriented; they own different parts of the same result.
In practice: when a technical go-live exposes a business-side gap, this leader owns resolution. When an ecosystem is not ready to absorb a system change, this leader owns getting it ready. When the program needs a unified view of what is happening on the business side — across Workday, Salesforce, and OCM — this leader provides it and is accountable for the answer.
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
The right person for this role has done the hard parts before — personally, not just in organizations they led. Below is the experience profile of a strong fit. You don't need to check every box, but you should recognize yourself in most of them.
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 — and tell us exactly where it landed in the financials
You've operated in a live program or operating environment where decisions had to be made with imperfect information and waiting wasn't an option — and have the outcomes to show for it
You've removed a significant organizational obstacle — one that others had stopped trying to move — and can describe specifically what you did
You've moved organizations you didn't control
You've persuaded an executive or GM to act on a recommendation they initially resisted — and can describe how you did it, not just that you did
You've operated in a matrixed environment with real accountability but limited authority across a complex set of stakeholders — functional leaders, ecosystem owners, finance, technology — and have outcomes to show for it
You've navigated a politically complicated situation with high stakes and can describe what you read correctly and what you would do differently
You can size a business case and defend it
You've built the financial model for an operating model or structural decision — as the primary builder, not a contributor — and defended the assumptions to a CFO or equivalent under real scrutiny
You have examples of financial estimates you made that you can compare to what actually happened
You know what good operating model work looks like
You've designed a future-state process or org structure that a team actually operated from — not a deliverable that was reviewed and filed — and can describe what changed in how the team worked because of it
You've diagnosed where an org structure or set of processes was misaligned with a strategy, built the case for change, and driven it to implementation
Background in management consulting (McKinsey, Bain, BCG, or equivalent Deloitte/Accenture operations practice) followed by 5+ years in an in-house operating role at a company that went through a major systems transformation, OR direct business-side ownership of a Workday or Salesforce transformation at a multi-unit organization — these are the two paths that most reliably produce the right person
You've built and led a team
You've led a small, focused team in a transformation or operational context, set outcome-level expectations, and held people accountable to results — not to being busy
You've made a hard personnel decision when someone on your team wasn't performing — and you can describe the situation
Your direct reports operated with real autonomy, and you can describe the line between what you personally owned and what they owned
This Is Not the Right Role For
Someone who defaults to program management when transformation work gets hard — this role includes real PM responsibility, but a leader whose instinct under pressure is to track and coordinate rather than to solve and unblock is the wrong fit
A pure strategist who produces frameworks — this person must drive from diagnosis to operational change, through their team, to a measurable result
A consultant who never led in-house — the recommend-and-move-on muscle is the wrong one — this role requires staying with the problem until the outcome lands
An operating model specialist without P&L accountability — this role is judged on financial and business outcomes, not on deliverable quality
Functional Expertise
Operating model design and process redesign at enterprise scale — diagnosing fragmented or misaligned operations, designing the future state, and driving implementation through the organization
Organizational change management — sufficient command of OCM methodology (Prosci/ADKAR or equivalent) to direct an OCM practitioner to outcomes, set adoption targets, and hold the function accountable to results rather than activities
Financial modeling and business case development — building the model, owning the assumptions, and defending the output to CFO-level scrutiny; P&L accountability, not just project budget management
Cross-functional program coordination in a live transformation environment — managing interdependencies across technology, finance, operations, and commercial functions without formal authority over most of them
Org design and accountability framework development — designing role structures, decision rights, and operating rhythms that teams actually use
Executive communication and stakeholder management — translating complex program status into clear ownership and decision language for C-suite and board-level audiences
Systems and Platform Familiarity
Workday (financials) — sufficient fluency to understand the operating model implications of configuration decisions and post-go-live operating requirements; technical depth not required
Salesforce platform (CRM, Marketing Cloud, Commerce Cloud, Service Cloud / Data Cloud) — same bar: able to discuss business-side operating model design and adoption requirements, not to architect the platform
Familiarity with the gap between technical go-live and business adoption in enterprise systems implementations — this is the terrain this role lives in
Background Profile
12–18 years of relevant experience spanning rigorous analytical work, operational execution, and team leadership
Management consulting background (McKinsey, Bain, BCG, or equivalent Deloitte/Accenture operations practice) followed by 5+ years of in-house operating experience at VP level — or direct VP-level ownership of a business-side enterprise transformation at a complex, multi-unit organization
Experience in a multi-brand or multi-unit company where different business units have meaningfully different operating models — ability to manage complexity without defaulting to one-size-fits-all standardization
Private equity or sponsor-backed environment experience preferred — familiarity with financial reporting cadences, lender-level accountability, and the pace of decision-making in a PE-backed operating company
Has personally led a team through at least one major system go-live from a business readiness perspective — not just been part of a larger program, but owned the business-side outcomes for a specific migration or rollout