VP, Business Transformation

At Colibri, culture is a critical part of our collective success, and we live our values everyday: Love, Joy, Boldness, Teamwork and Curiosity. These values guide our interactions with each other, our customers, and the community as a whole. We have a rich and storied history. Colibri is one of the pioneers of online professional education, introducing some of the first web-based professional education courses in 2001. Today, the company’s family of brands are the leading online professional education platforms in their respective end-markets. We proudly serve >1 million customers annually and employ more than 1,500 mission-aligned professionals. To learn more, please visit: [](http://www.colibrigroup.com) ### Position Summary Colibri is in the middle of Farside, one of the most significant enterprise transformations in our company's history. Workday is rearchitecting how we manage and operate our finances. Salesforce — spanning CRM, Data Cloud, Marketing Cloud, and Commerce Cloud — is becoming the unified platform for how we market to, sell to, serve, and retain customers across every brand and ecosystem. Technical delivery is on track. The unfinished work is on the business side: ensuring these systems fundamentally change how Colibri operates, not just how it runs its software. The VP of Business Transformation owns overall program success. The P&T STL drives both technical delivery and product ownership of the platforms — what gets built, how the systems are configured, and what capabilities are delivered. This leader is accountable for whether those capabilities translate into lasting organizational change and captured financial value: the operating model redesign, the change adoption, and the business-side execution that determine whether Farside transforms how Colibri operates or merely implements software. This leader runs a small, focused team of 2–3 direct reports covering program execution and organizational change management, and partners directly with the P&T STL as the business-side co-lead at the program's highest level. ### How This Role Partners The Farside program has two co-leaders at the VP level: the P&T STL, who owns system delivery and product outcomes — how the platforms are built, configured, and what capabilities they deliver — and this role, who owns organizational transformation outcomes — how the business operates on top of those platforms, whether change adoption is real, and whether the financial value is captured. Both are outcomes-oriented; they own different parts of the same result. In practice: when a technical go-live exposes a business-side gap, this leader owns resolution. When an ecosystem is not ready to absorb a system change, this leader owns getting it ready. When the program needs a unified view of what is happening on the business side — across Workday, Salesforce, and OCM — this leader provides it and is accountable for the answer. ### What You'll Do **Own Overall Program Success** - Be accountable for whether Farside delivers on its intended outcomes — not whether technical milestones are hit, but whether the operating model on the other side is measurably better and the financial value is captured - Maintain a clear, honest view of program health from the business side — surface risks before they become go-live blockers, resolve them with speed, and ensure no business-side gap delays a go-live - Report to executive leadership with the credibility and directness of an owner — not a status updater **Remove Roadblocks — Relentlessly** - Identify what is blocking business transformation progress and remove it — through direct problem-solving, stakeholder alignment, or executive escalation, at whatever level it takes - Move fast. This program is live. Issues that aren't resolved in days cost weeks. - Partner with the P&T STL on go-live sequencing and readiness — when technical and business-side work need to move together, own the coordination at the leadership level **Lead the Business Transformation Team** - Build and lead a small, high-impact team covering program execution, organizational change management, and business transformation support - Set outcome-level expectations — your team is accountable for results, not activities — and hold them to it - Own change adoption outcomes: define what adoption looks like for each go-live, track the leading indicators, and hold the OCM lead accountable for hitting them — not for running activities - Build the institutional capability that outlasts the program — operating model design methodology, change adoption practice, and documented playbooks that make each successive go-live faster than the last **Drive Operating Model and Org Design** - Own the operating model work that converts system capability into business change — process redesign, accountability mapping, org structure decisions, and workflow transformation - Lead Finance post-Workday operating model design: what workflows change, which roles change, what the NetSuite transition looks like, and the full path to completion - Map fragmented operations across ecosystems, size the cost of that fragmentation, and drive decisions on what the right standard should be - Own the structural questions — what centralizes, what stays in ecosystems, what shifts between P&T and the business — and drive to resolution before go-lives create facts on the ground **Accelerate Ecosystem Readiness** - Own readiness for each Salesforce ecosystem migration on the business side — whether teams are genuinely prepared to operate differently, not just that systems are technically implemented - Build the repeatable readiness playbook that compresses time from 'ecosystem in queue' to 'ecosystem operating at adoption threshold' — and makes each go-live smarter than the last ### What You'll Bring The right person for this role has done the hard parts before — personally, not just in organizations they led. Below is the experience profile of a strong fit. You don't need to check every box, but you should recognize yourself in most of them. **You've owned outcomes, not just work** - You can point to a specific process or operating model redesign you personally drove from diagnosis through implementation to a measurable result — and tell us exactly where it landed in the financials - You've operated in a live program or operating environment where decisions had to be made with imperfect information and waiting wasn't an option — and have the outcomes to show for it - You've removed a significant organizational obstacle — one that others had stopped trying to move — and can describe specifically what you did **You've moved organizations you didn't control** - You've persuaded an executive or GM to act on a recommendation they initially resisted — and can describe how you did it, not just that you did - You've operated in a matrixed environment with real accountability but limited authority across a complex set of stakeholders — functional leaders, ecosystem owners, finance, technology — and have outcomes to show for it - You've navigated a politically complicated situation with high stakes and can describe what you read correctly and what you would do differently **You can size a business case and defend it** - You've built the financial model for an operating model or structural decision — as the primary builder, not a contributor — and defended the assumptions to a CFO or equivalent under real scrutiny