Senior Manager, Business Transformation and New Initiatives

The team runs transformation programs that touch payments processing, customer onboarding flows, and the sales and operations platforms the business runs on daily. This is not a centre-of-excellence role that advises from the side. You own delivery end to end, which means you carry accountability for outcomes, not just recommendations. The programs in flight are large enough that failure to land them has visible consequences for revenue and customer retention.

Success here looks like a program that closes on time with measurable efficiency gains documented and adopted by the teams who inherit it. Failure looks like a program that ships technically but does not change behaviour, or one that stalls because stakeholders were not brought along early enough. Both happen, and the person in this role is expected to diagnose which risk is live at any given moment and act on it.

The work sits at the intersection of process redesign, technology implementation, and organizational change. You will spend real time in the data, building business cases, and running steering committee conversations with senior leadership. The role is on-site in Cambridge, Ontario, so the expectation is that you are present with the teams doing the work.

- Languages: proficiency with data analysis tools sufficient to interrogate complex datasets and produce decision-ready outputs (specific tooling not specified in JD)
- Domain: payments, fintech, or digital platform environments
- Process disciplines: process optimization and automation methodologies
- Platforms: customer onboarding systems, Sales and Operational platform modernization (specific vendors not named in JD)
- Artefacts: business case development, executive presentation decks
- Exposure to: enterprise program governance and risk management frameworks

- Deliver at least one enterprise-scale transformation program from scoping through to adoption, with documented efficiency or revenue outcomes
- Produce business cases for new initiatives that secure executive approval and funding
- Build and maintain a program portfolio view that gives senior leadership accurate status and risk visibility across all active initiatives
- Define and implement a process change in the customer onboarding flow with measurable improvement in cycle time or drop-off rate
- Complete a modernization workstream on a Sales or Operational platform, including stakeholder sign-off and handoff to operations
- Establish a repeatable intake and prioritization process for new transformation requests so the team is not reacting to each one from scratch
- Deliver executive presentations that translate program data into decisions, not status updates

A typical week involves a mix of program governance, stakeholder management, and analytical work. Monday might start with a steering committee prep session, reviewing the latest data on a payments platform initiative and tightening the narrative before presenting to a VP or C-suite audience later in the week. The afternoon shifts to working sessions with the technology and operations leads on a parallel onboarding workstream, resolving a dependency that has been sitting unresolved for two weeks.

Mid-week is usually where the analytical work happens. That means pulling data to pressure-test assumptions in a business case, or reviewing process maps with a process owner to find where the real bottleneck sits versus where the team thinks it sits. You produce a written recommendation or a revised project brief, not a slide deck at this stage.

By Thursday you are in stakeholder conversations, some planned and some not. A business unit lead has a concern about scope creep on one program. A technology partner needs a decision on build versus buy for a component. You facilitate the conversation, document the decision, and update the risk log. Friday typically involves a team check-in across the programs you are running, a look at what is due the following week, and any outstanding communications to senior leadership.