Director of Commercial Strategy and Continuous Improvement

Growth & Commercial Strategy

Identify, prioritize, and shape mid- to long-term commercial growth opportunities across the I+S portfolio, including pricing optimization, customer segmentation, channel mix, private label strategy, cross-sell/upsell, and supplier partnership expansion.

Own a dynamic portfolio of forward-looking growth and transformation initiatives end-to-end, managing scope, schedule, budget, risk, and interdependencies through structured PMO governance.

Develop enterprise-grade business cases that frame strategic choices and quantify value creation including ROI, risk assessment, and change readiness for each initiative.

Develop hypotheses and build plans based on performance drivers, whitespace, and wallet share expansion – with particular focus on complex decisions involving multiple teams with downline P&L impacts.

Build and pressure-test business cases for growth initiatives, specifying value accelerators, investment requirements, management plans and how/where outcomes will hit the I+S P&L.

Partner with commercial, product, marketing, and FP&A leadership to evolve go-to-market models, product leadership, and commercial operations to design and implement commercial process improvements.

Develop forward-looking, data-driven frameworks for customer and product profitability analysis across specialty verticals, informing resource allocation and strategic prioritization.

Identify where advanced analytics, AI, and digital capabilities can accelerate growth.

Continuous Improvement & Operations

Map current-state business processes with emphasis on decision quality, cost-to-serve, and operational bottlenecks across the value chain.

Lead cross-functional teams to design future-state operating models that integrate people, process, and enterprise technology.

Estimate financial value and operational impact of cost and efficiency initiatives, clearly linking outcomes to EBITDA bridge and value tracking.

Plan change management activities required for value capture, including communications, training, and technology cutovers, working alongside business/functional owners in their execution.

Program Management & Execution

Facilitate requirements gathering, vendor selection, and proposal structuring with external partners (consultants, technology vendors, analytics providers).

Oversee build and activation phases, often managing multiple consulting firms, contractors, and internal teams simultaneously.

Hold regular Steering Committee meetings with executive sponsors to communicate progress, escalate issues, and advance through stage gates.

Ensure accurate, auditable tracking of initiative performance and the integrity of VCP financial reporting.

Develop clear value cases and monitor their progress, ensuring hypothesis become a reality in the annual budget and P&L.

Stakeholder Management

Align diverse stakeholders around a single vision, set of priorities, and shared understanding of portfolio status, finances, timelines, and risks.

Organize and lead portfolio review meetings tailored for multiple audiences (Board, C-Suite, functional leads, project teams).

Escalate potential roadblocks quickly and with urgency to mobilize resources proactively.

Drive ownership, accountability, and sense of urgency with all stakeholders across all initiatives.