Director, Business Transformation

The Director, Business Transformation (Siding & Accessories Business Unit) reports to the VP, Customer & Strategy Enablement and carries two interconnected responsibilities: leading high-priority transformation initiatives across the business unit, and building the deployment infrastructure that enables the BU to execute its strategic agenda with discipline and consistency.
The current flagship initiative is a multi-phase order-to-delivery optimization program — redesigning how Cornerstone Building Brands takes, fulfills, and delivers customer orders end-to-end across four domains: order intake and scheduling (customer service), inventory management (supply chain), demand planning, and production scheduling (manufacturing). This program is the immediate priority, requiring a leader who can drive a complex, multi-workstream initiative to completion while managing functional stakeholders across the organization.
The deployment infrastructure responsibility ensures that this and future initiatives are executed with discipline and consistency — building the governance, tools, and operating rhythm that make strategy execution visible and repeatable across the BU.
Key Responsibilities
Transformation Initiative Leadership
Lead high-priority BU transformation initiatives from program design through execution — currently the order-to-delivery network optimization program spanning Customer Service, Supply Chain, demand planning, and Manufacturing
Own program structure, workstream governance, integrated planning, and milestone accountability; maintain a clear view of interdependencies, critical path, and sequencing across all active workstreams
Build and maintain the business case and benefit tracking model — connecting initiative investments to outcomes across service level, inventory, lead time, and cost
Manage external advisors and implementation partners; ensure delivery accountability sits with internal owners
Lead change management and stakeholder engagement — ensuring functional and site-level leaders are active partners in the work, not passive recipients of it
Strategy Deployment Infrastructure
Build the governance and operating rhythm that translates BU strategic priorities into a sequenced, owned, and accountable portfolio of initiatives
Establish the intake discipline, stage-gate reviews, and leadership cadence that surface trade-off decisions proactively — so the active portfolio reflects real organizational capacity
Develop the BU's execution capability over time — common tools, accountability structures, and ways of working that make transformation delivery more consistent and scalable
Stakeholder Alignment & Communication
Serve as the integration point across Customer Service, Supply Chain, Manufacturing, Commercial, Finance, and IT for active transformation programs
Build trust with functional and site-level leaders — ensuring program decisions reflect operational reality and affected teams are partners in the work
Prepare and deliver program updates, portfolio reviews, and investment summaries for BU and corporate leadership
Required
10–15 years in transformation, operations, or program leadership roles — with direct accountability for large, multi-phase programs in a manufacturing or industrial environment
Demonstrated experience leading order-to-delivery, supply chain, or order fulfillment improvement programs spanning at least two of: order management, inventory management, demand planning, or production scheduling
Operational fluency — able to engage credibly with Customer Service, Supply Chain, and Manufacturing on process redesign and technology requirements, not just program governance
Track record of building cross-functional alignment across Operations, Supply Chain, Commercial, and Finance in a matrixed organization
Executive presence and communication skills; comfortable presenting program status and portfolio trade-offs to senior leadership
Bachelor's degree in Engineering, Supply Chain, Operations, Business, or related field; MBA strongly preferred
Preferred
Management consulting background (operations or supply chain practice) combined with in-house operating accountability
Experience with S&OP / integrated business planning, ERP-linked scheduling, or inventory optimization platforms in a manufacturing environment
Familiarity with building products or B2B distribution — understanding of how fulfillment performance affects channel relationships
PMP, PgMP, APICS CPIM/CSCP, or equivalent a plus
Leadership Competencies
The ideal candidate will demonstrate the following competencies:
Program Leadership
Manages large, multi-phase programs with multiple workstreams, dependencies, and stakeholders; never loses sight of the critical path
Structured Problem Solving
Brings analytical rigor to complex operational questions; builds the fact base before driving to a recommendation
Change Management
Understands that transformation is a people challenge as much as a technical one; builds coalitions and manages resistance proactively
Executive Communication
Translates complex program status and trade-offs into crisp narratives for senior leadership; adapts message from plant floor to C-suite
Operational Credibility
Has walked the floor, understands manufacturing and distribution realities, and earns trust with operators — not just executives
Deployment Discipline
Builds the governance and operating rhythm that connects strategy to action; right-sizes process to the organization's maturity and never lets structure become an excuse for slow execution

Employment type
Full-time

Work arrangement
No