Transformation Enablement Principal Program Manager

Role Overview

• End‑to‑End Ownership of WBS Phase 2 This role is accountable for the overall success of WBS Phase 2 related to procurement. Own the overall Phase 2 Purchase Order (PO) strategy, scope, schedule, and delivery outcomes Define and maintain clarity on in‑scope vs. out‑of‑scope procurement scenarios, including direct POs, indirect POs, custom services, and third‑party services, as scope evolves Ensure WBS usage is consistently and correctly applied across organizations and aligned with other WBS phases
• Procurement Process Design & Business Architecture Leadership Acts as the business architect for how procurement processes integrate with WBS. Lead future‑state procurement process design for WBS‑enabled POs across systems (SAP S/4HANA, Ariba, CDAX, ITSM) and organizations Define how WBS elements are created, maintained, and consumed within procurement workflows Ensure alignment between operational usage data and financial cost flows into WBS structures Identify, escalate, and resolve design gaps that impact cost visibility, settlement, or financial accuracy
• Cross‑Functional Leadership & Stakeholder Alignment Serves as the single point of accountability across multiple organizations. Drive alignment across Finance (Controllership, FinCorp, Managed Services Finance), IT (S/4HANA, Ariba, integrations), Procurement, and Managed Services Operations Lead Procurement Workstream governance, including scope decisions, prioritization, and dependency management Translate business requirements into clear, actionable direction for IT teams and Systems Integrator (SI) partners
• Financial Compliance, Cost Visibility & Controls Ensures WBS‑enabled procurement meets financial, audit, and compliance expectations. Ensure procurement flows correctly book costs to WBS for: Contract‑level cost of services Customer and service‑level profitability Downstream reporting and analytics Validate that direct and indirect PO models support: Proper settlement to WBS Rate card application Auditability and financial traceability Act as the business owner for PO‑related financial compliance within the WBS program
• Program Planning, Dependency Management & Delivery Oversight Owns delivery health without operating as a task‑level project manager. Define milestones, dependencies, and critical path for the procurement workstream within WBS Phase 2 Proactively manage risks, assumptions, issues, and tradeoffs (RAID) related to procurement enablement Ensure alignment between procurement scope, BI enablement, and downstream data consumption Drive readiness for go/no‑go decisions at key Phase 2 milestones
• Executive Communication & Decision Support Acts as a trusted advisor to WBS and Services leadership. Synthesize complex procurement, financial, and system topics into executive‑ready narratives Surface decisions required, options, tradeoffs, and implications clearly and concisely Represent the procurement workstream in senior forums, including WBS governance, SIA reviews, and transformation leadership discussions

Requirements

• Experience and/or Educational Qualifications A. Enterprise Finance & Procurement Acumen Strong understanding of how procurement drives cost, accounting, and profitability in a services‑based business Experience with end‑to‑end procure‑to‑pay (P2P) processes, including: Purchase Requisitions Purchase Orders Goods Receipt Service Entry Sheets Invoicing Demonstrated understanding of: Direct vs. indirect procurement models Cost center vs. project (WBS)‑based cost posting Ability to articulate how procurement transactions impact: Cost of Services Contract‑ and service‑level profitability Downstream financial and BI reporting B. SAP‑Centric Systems Knowledge (Business‑Level Depth) Business design expertise with sufficient technical fluency to partner effectively with IT Working knowledge of SAP S/4HANA concepts, including: WBS elements and settlement Account assignment in procurement Cross‑module integration points Familiarity with procurement tools and integrations: Ariba ↔ S/4HANA Procure360 / CDAX Service order settlement models Ability to interpret, validate, and challenge To‑Be process flows and design documentation C. Program & Portfolio Leadership Proven experience owning multi‑workstream transformation programs, including work with external SI partners Demonstrated ability to manage scope, dependencies, RAID, and delivery tradeoffs at scale Experience leading programs that cut across multiple organizations and executive stakeholders

1. Soft Skills A. Executive‑Level Communication & Judgment Ability to operate effectively in a high‑visibility, executive environment Skilled at: Distilling complex system and process topics into clear executive narratives Presenting options, tradeoffs, and implications—not just status Influencing decisions without formal authority B. Cross‑Functional Influence & Conflict Resolution Proven ability to navigate competing priorities, including: Finance control vs. operational practicality Global standardization vs. local business realities Capable of driving alignment across organizations with different incentives Comfortable making decisions and holding the line once alignment is reached C. Comfort with Ambiguity & Incomplete Information Thrives in environments where scope and design evolve Able to: Make progress with incomplete requirements Proactively identify gaps and force clarity Adjust course when required based on business or environmental changes

Tech Stack

• ITSM

Benefits