The Director of Business Controls Transformation is a strategic change leadership role and trusted advisor to senior leadership within a large-scale risk and controls transformation. This role sets the enterprise change management vision and strategy, shaping how a global technology and operations organization reimagines its risk, controls, and governance operations. The Director owns the enterprise change architecture, influences executive decision-making, builds change management capability, and is accountable for measurable adoption outcomes across the full program. The role facilitates how AI impacts existing process change, partnering with innovation leadership to advise on organizational readiness and workforce evolution. This is a high-visibility position requiring executive presence, strategic thinking, and the ability to drive organizational change at scale in a global insurance environment.
Key Responsibilities
Change Management & Program Delivery

• Define and own the enterprise change management strategy, roadmap, and success metrics for a multi-year risk and controls transformation program.
• Establish the change management governance model, including decision rights, escalation paths, and executive sponsorship framework.
• Design the enterprise-wide change playbook that scales across multiple risk signal workstreams, business areas, and regions (AMER, EMEA, APAC, LATAM).
• Present change management progress, risks, and strategic recommendations to senior leadership and executive committees.
• Build the change management capability and team, including hiring, mentoring, and developing change practitioners.
• Own the relationship between change management, operational teams, and enterprise stakeholders to ensure strategic coherence.

Process Redesign & Operating Model Transformation

• Architect the target-state operating model changes across a global, matrixed technology organization, including organizational design recommendations and executive alignment.
• Own the enterprise change strategy for risk routine governance, controls framework modernization, policy transformation, and education programs.
• Define the future-state vision for how the organization identifies, escalates, and remediates risk, and lead the executive change narrative to drive adoption.
• Design change approaches that transition the organization from reactive, audit-cycle-driven operations to proactive, signal-driven, intelligence-led risk management.
• Lead change for enterprise-wide initiatives spanning vendor governance, contract standards, self-identification capabilities, and cross-platform risk intelligence.

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