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Reading, Pennsylvania, United States
Remote only
Overview
The Senior Director, Transformation & Enterprise Data leads Keyloop's enterprise transformation agenda — owning the pace, prioritisation, governance and value realisation of the portfolio of multi-functional and cross-functional transformation programmes, at the speed of decision-making expected in a PE-backed business. This is a builder's role: the successful candidate operates close to execution while architecting the operating model, governance and ways of working that let Keyloop scale, rather than running a purely administrative programme office.
The role also operates as a delivery partner to the CFO/COO and senior leaders, driving accountability across teams outside the direct reporting line, and owns group-level, cross-functional data and reporting — driving towards a common platform and single dataset that gives the business one consistent, trusted view of performance.
Global remit across all regions and functions, including leadership of multiple PMOs (functional and/or regional) through senior leads
Accountability for multi-year, multi-functional and cross-functional transformation programmes
Direct line of sight to the CFO/COO and Executive Leadership Team on portfolio health, pace and value delivery
Operates within a PE-backed environment, with a direct connection to value creation plan milestones and investor reporting
Ownership of group-level, cross-functional data and reporting, driving towards a common platform and single dataset across the business
Dotted-line influence over programme resources embedded within functions
CFO / COO
CEO and Executive Leadership Team
Private Equity sponsor / investor stakeholders (value creation plan reporting)
Function heads across IT, HR, Finance, Product, Engineering and Commercial
Programme and project sponsors
Technology and Data teams
External delivery partners and consultancies
Define and lead the transformation operating model, structure and standards across the portfolio
Own the enterprise transformation portfolio, prioritisation and governance framework, setting and enforcing consistent reporting, RAID management, stage gates and benefits tracking
Drive pace and delivery discipline across multi-year, cross-functional transformation programmes
Act as delivery partner to the CFO/COO and senior leaders, translating enterprise strategy into detailed plans, accountable owners and tracked outcomes
Drive accountability for tasks, deadlines and results across teams and individuals outside the direct reporting line, partnering with function heads and sponsors to unblock delivery and manage cross-functional dependencies
Identify initiative dependencies and risks across the portfolio, develop mitigation plans, and act as senior escalation point for programme risks and cross-functional conflicts
Build and scale transformation delivery capability across the business, standardising ways of working
Lead, develop and performance-manage a global team of transformation/programme leaders
Build executive-level presentations and materials to share insights, provide progress updates and escalate critical items
Refine and embed business processes, operational best practice and change management approaches across the organisation, drawing on external best practice adapted to Keyloop
Own group-level, cross-functional data and reporting, driving towards a common platform and single source of truth that replaces fragmented tools and datasets across functions
Champion a fast-paced, outcome-focused delivery culture suited to a PE-backed business
On-time and on-budget delivery of the transformation portfolio
Pace of programme delivery against plan (cycle time and milestone adherence)
Realisation of programme benefits and value against the value creation plan
Portfolio governance maturity and adoption of standard ways of working
Quality and timeliness of executive and PE reporting
Risk and issue resolution cycle time
Stakeholder satisfaction across function heads and sponsors
Adoption of a common group-level data platform and reduction in fragmented, duplicate reporting
Proven track record leading large-scale, multi-year, cross-functional transformation programmes at pace, ideally in a PE-backed or high-growth environment
Experience leading or building an Enterprise/Global PMO or portfolio management function — PMO experience is expected as a foundation for this role, not its primary focus
Deep understanding of PE-backed business dynamics: value creation plans, investor reporting and rapid decision cycles
Experience driving enterprise data and reporting standardisation, ideally including delivery of a common BI/reporting platform and single dataset across a global organisation
Proven leadership of multi-layer, global teams through senior leaders
Excellent stakeholder management skills at CFO/COO, Executive and investor level
7–10 years of experience in strategic planning, programme management and change management, including 5–7 years in end-to-end business process redesign
7–10 years working directly in technology or enterprise software companies
Ability to analyse complex problems, identify operational gaps and develop integrated solutions through cross-functional teams without a direct reporting structure
Executive-level verbal and written communication and presentation skills, with the ability to communicate at all levels of the organisation
A strong sense of urgency and drive for results, with a demonstrated desire for continuous learning and improvement
Familiarity with programme/portfolio tools (e.g. Smartsheet, Jira, MS Project, Power BI)
Experience in software/SaaS or technology-led businesses, including on-premise to SaaS transformation (desirable)
Project and change management certification desirable (e.g. PMP, PRINCE2, MSP, Prosci) — not required
MBA (desirable)
