We are the leading provider of professional services to the middle market globally, our purpose is to instill confidence in a world of change, empowering our clients and people to realize their full potential. RSM Consulting is seeking a Director to serve as Business Transformation Lead on large, integrated Intelligent Finance transformations. Our Intelligent Finance portfolio helps clients build the intelligent foundation and activate AI for Finance at scale — spanning ERP Modernization, Finance Operating Model Transformations, Finance Data & Analytics Modernization and AI Readiness, AI Enablement & Agentic Automation for the Office of Finance as well as Finance Service Delivery Transformations – including centralization, Finance Shared Services and Global Finance Service Delivery. This is the pivotal business-side leadership role on the transformation. You are not the program manager and you are not the solution architect — you are the leader accountable for the future-state operating model, the end-to-end processes, the human experience of the change, and the executive confidence that the business, not just the technology, actually changed. Your success is measured by a single question: did the business change successfully? You will be dedicated to one major transformation at a time, working as a peer alongside the Executive Transformation Partner, the Transformation Director, and the Platform & Delivery Lead. Own the design and operationalization of the future-state operating model for the Finance and Operations functions — finance, supply chain, service, IT, and the shared data and reporting layer that the modernized core creates. Lead end-to-end business capability and process design across core cycles affected by ERP, Finance point solutions, cloud, data, and AI enablement work,



and define how those processes operate in a modernized, increasingly automated environment. Define the organization, role, skill, decision-rights, and control implications of a contemporary core and an agentic operating environment — including which decisions become automated, which remain human, and how exceptions are handled and governed. Establish how data ownership, stewardship, and definitional consistency are carried by the business after the build team leaves. Maintain traceability from the client’s business case through operating-model changes, process changes, backlog priorities, adoption outcomes, and value delivered. Start from user jobs-to-be-done for Finance, rather than screens; ensure personas and journey maps for finance, operations, and service users drive requirements before build. Prototype and test with real users ahead of build, and use “art-of-the-possible” demonstrations of modern and AI-enabled capability to build executive and user confidence early. Ensure HCD findings materially shape scope — including where an AI or automation use case is not yet appropriate for the client’s data maturity or risk tolerance. Organizational Change Management and Adoption Own OCM as a funded, measured workstream: leader alignment and visible sponsorship from day one, stakeholder analysis, communications, resistance management, role-based training, and readiness scoring.



Lead the business through the behavioral shift that modernization demands: fewer manual reconciliations, more trust in a single data source, and confident supervision of automated and agent-assisted work. Lead weekly backlog refinement and own product backlog integrity and value mapping — from business drivers through requirements, capabilities, features, adoption outcomes, and measurable benefits. Participate in each sprint’s feature review and system demonstration alongside the client Product Owner and the Platform & Delivery Lead, assessing whether what was built changes how the business actually works. Ensure outcome milestones are tracked alongside technical and delivery milestones. Transformation Leadership and Client Confidence Serve as the bridge between technical delivery and executive confidence, presenting evidence of business change to sponsors, steering committees, and the Executive Risk Committee. Escalate early, with a recommended action rather than a status — particularly on scope that risks delivering a platform without an operating-model change. Plan for complexity: competing stakeholder demands, third-party and systems-integrator friction, legacy-process attachment, and key-person risk on both sides. Bring in-person presence to large or sensitive transformations. Contribute to the growth of RSM’s Total Consulting transformation capability, including methods, tools, and reusable intellectual property for operating-model design, HCD, and adoption measurement. Mentor, coach, and develop managers and senior associates across HCD, process design, and change workstreams help shape scope, approach, and change-workstream sizing before mobilization. Support account expansion through demonstrated val

📌 Director, Intelligent Enterprise Transformation Leader (Winnipeg)
🏢 RSM Canada
📍 Winnipeg