[Hiring] Global IBP Transformation and Governance Lead @Innomotics

Role Description

The Global IBP Transformation and Governance Lead – HVS acts as the senior design and governance authority for the HVS IBP transformation. The role owns the development, validation, adoption, and continuous improvement of the IBP operating model, ensuring that changes are governed, scalable, measurable, and embedded in day-to-day business practice. The operating model will be designed for potential reuse and scaling across wider Innomotics, subject to agreement with the relevant enterprise process owners and governance bodies.

Operating at enterprise leadership level, the role works closely with:

• Head of IBP
• HVS President and Management Team
• IBP functional leads
• Regional and factory leadership
• Finance
• Steering Committee
• Process and technology workstreams
• Planning communities
• Functional owners
• ERP, APS, reporting, and implementation partners

The role provides cross-functional leadership and transformation oversight, aligning senior stakeholders, directing workstreams, challenging delivery and adoption gaps, and driving pilot readiness, capability building, issue resolution, and benefits realization across HVS.

This is a global position open to candidates from any country where Innomotics operates. The role can be based at any Innomotics location worldwide, and relocation is not required.

Qualifications

• Bachelor’s or Master’s degree in Business Administration, Supply Chain Management, Engineering, Operations Management, or a related discipline.
• 10+ years of experience in business transformation, IBP, S&OP, program management, process governance, or a comparable field.
• Proven experience leading complex, cross-functional transformation programs.
• Demonstrated experience designing, implementing, or scaling IBP/S&OP operating models.
• Experience with change management, process standardization, governance, capability building, and benefit realization.
• Experience working with senior executives, Steering Committees, global matrix organizations, and distributed teams.
• Experience with ERP, APS, reporting, workflow, or business intelligence transformation is preferred.
• Six Sigma, PMP, PRINCE2, APICS, or comparable certification is an advantage.

Requirements

• Act as the design and governance authority for the end-to-end HVS IBP operating model, including the monthly S&OP and weekly S&OE rhythms, processes, roles, decision rights, governance, standards, technology, data, reporting, and capability requirements.
• Define, maintain, and continuously improve the IBP operating model and ensure its integrity and consistency with the approved target state.
• Govern the IBP design-change process and approve changes within delegated authority, escalating material changes to the Head of IBP and appropriate governance forum for final approval.
• Define and apply criteria for pilot readiness, deployment readiness, adoption, and operational maturity.
• Assess whether processes, data, systems, roles, training, governance, and capabilities are sufficiently mature for pilot implementation or global deployment.
• Lead the IBP transformation roadmap, including milestones, dependencies, risks, decisions, and issue resolution.
• Coordinate cross-functional workstreams and hold workstream and functional owners accountable for delivery against agreed milestones, standards, adoption targets, and benefits.
• Require corrective action where workstreams, regions, or functions are not meeting agreed requirements, milestones, or adoption expectations.
• Drive the adoption of IBP processes, tools, governance, and ways of working across regions, factories, and functional communities.
• Develop and coordinate capability-building, training, communication, and change-management plans to support sustainable implementation.
• Establish and monitor IBP maturity assessments, process adherence, adoption, issue closure, and improvement priorities.
• Own the transformation performance and benefits-governance framework; maintain the benefits baseline and delivery plan; hold initiative and functional owners accountable for realization; and partner with Finance to validate and report realized value.
• Resolve transformation issues and remove barriers to implementation, escalating risks, decisions, and recommendations to the Head of IBP, President, Management Team, and Steering Committee as appropriate.
• Provide transparent progress updates on transformation performance, risks, decisions, adoption, issue closure, and benefit realization.
• Ensure that the validated, scalable, and sustainable IBP operating model is formally transferred to accountable permanent process and capability owners at the end of the secondment.

Benefits

• Transformation milestone delivery
• Pilot and deployment readiness
• Adoption and process adherence
• Cross-track issue and action closure
• Governance and design-change adherence
• Capability and training readiness
• Benefits tracking and Finance validation
• Successful handover to permanent owners

Success After 12 Months

• A validated, governed, and scalable HVS IBP operating model is in place.
• Pilot and deployment decisions are based on clear readiness criteria and reliable evidence.
• Adoption of IBP processes, governance, data, and tools is measurable and progressing across HVS.
• Cross-functional issues are resolved quickly, with clear ownership and escalation.
• Transformation milestones and benefits are delivered or have credible recovery plans.
• IBP capability, maturity, and stakeholder confidence have improved.
• Permanent owners are equipped and accountable to sustain the operating model.