Senior Director, Product Transformation & Integration, Global

The Product team at Vantage defines and stewards our global product platform: the customer outcomes we aim to deliver, the reference designs and standards that make delivery repeatable, and the closed-loop learning that turns each deployment into an upgrade for the next one. We do this in partnership with Engineering, Delivery, Operations, Sustainability, Sales, Site Selection, and Business Development, aligning priorities and trade-offs while preserving clear functional ownership for design execution, construction delivery, and site operations. Product’s role is to create clarity, consistency, and leverage at Vantage scale.

Role purpose

The Senior Director, Product Transformation & Integration, Global is a senior individual contributor in the Office of the Chief Product Officer, responsible for helping the Product organization land the Pit Lane operating model in practice and operate as one connected, integrated leadership system across its three constituent systems and Product Deployment. This role exists to translate the CPO’s transformation intent into coordinated cross-system follow-through across the Product leadership team, while preserving accountability for Product Strategy, Product Engineering, Product Operations, and Product Deployment. It focuses on the integration, sequencing, and embedding work required to make Pit Lane stick: clearer interfaces between systems, fewer unresolved hand-offs, better preparation for leadership forums, and stronger follow-through on a small number of high-priority cross-system transformation initiatives. This role is not the owner of Product Strategy, Product Engineering, Product Performance, Product Operations, or technical program execution. Its value lies in helping those systems work together more effectively as the operating model matures — especially where progress depends on judgement, sequencing, prioritization, and senior cross-functional coordination rather than line authority.

Key responsibilities

• Work with the relevant leaders to clarify roles, hand-offs, escalation paths, and decision expectations where the system is not operating as intended — with a bias toward route-through-the-defined-path rather than solving locally in isolation.
• Surface systemic issues early and frame them in a way that supports timely decisions: crisp problem statements, implications, options, and recommended next steps.
• Act as a trusted senior partner to the CPO on transformation topics affecting Product effectiveness: leadership alignment, organization health, execution risk, capability sequencing, and cross-functional coordination as the operating model matures.
• Handle highly sensitive and confidential topics with maturity and discretion, including organizational design, succession themes, leadership capability, operating friction, and executive stakeholder dynamics.
• Support the CPO in engaging with partner functions — including Finance, Human Resources, Learning and Development, Procurement, and regional stakeholders — where Product alignment, planning, or operating clarity is needed during the transformation period.
• Support the practical embedding of Pit Lane by helping leadership expectations and standard work become visible in routines, behaviours, and cross-system interactions across the Product organization.
• Partner with functional leaders, Product Operations, and enterprise support teams to reinforce the federated model in practice — guardrails, intentional variants, structured deviations, and closed-loop learning — without duplicating ownership of enterprise learning frameworks or formal governance.
• Use observation, feedback, and practical problem-solving to help the Product organization continuously improve how it works as a global system, including how project learnings are synthesized into platform improvements release after release.

What this role is not

• It is not the owner of Product Strategy, platform roadmaps, standards, approved variants, or product decisions — those belong to the Senior Director, Product Management and the Product Strategy and Management system.
• It is not the owner of Product Operations: portfolio governance, decision forums, portfolio analytics, or formal performance reporting are explicitly assigned to the VP, Product Operations and the Senior Director, Product Performance.
• It does not replace Technical Program Management, design authority, or functional leadership accountability.
• It is not an administrative Chief of Staff role.
• It is not a Human Resources Business Partner role, and it does not own broader workforce planning, employee relations, performance processes, reward guidance, or enterprise leadership development frameworks.
• It is not a construction project manager, scheduler, or engineering design authority.

Qualifications and experience

Required

• 10+ years in senior leadership, transformation, business operations, strategy execution, or adjacent roles in complex, matrixed, capital-intensive, or technical environments.
• Demonstrated experience leading or supporting operating-model change in a federated or multi-system environment — landing change in practice, not just designing it on paper.
• Demonstrated ability to operate effectively across multiple senior stakeholders and functions without formal line authority, using structure, judgement, and influence to improve outcomes.
• Strong executive communication and decision hygiene: clear narratives, concise memos, structured options, practical recommendations, and disciplined follow-through.
• Strong organizational judgement and the maturity to handle sensitive, confidential matters with discretion.

Preferred

Skills and competencies

• Strong systems thinking across organizational interfaces, incentives, and operating rhythms; able to see where the system is not functioning as intended and why.
• Excellent prioritization and follow-through in ambiguous, fast-moving environments; bias to closure rather than churn.
• High-trust behaviour and executive maturity, including discretion on sensitive organizational and people topics.
• Influence without authority; able to drive alignment through clarity, credibility, and lightweight mechanisms.
• Ability to translate complexity into structure and movement: crisp problem statements, options, and decision-ready framing.
• Pragmatic operator mindset: improves how the system works without trying to own the system, and prefers to use existing forums, standard work, and templates rather than inventing parallel mechanisms.

Why this role matters

Pit Lane depends not only on strong strategy, sound standards, and trusted analytics, but on the ability of the Product organization to operate as one integrated leadership system across its three constituent systems and Product Deployment. The Senior Director, Product Transformation & Integration, Global helps close the gap between transformation intent and on-the-ground execution at the leadership level — so the wider Product organization can move faster, with less friction, stronger alignment, and a steady cadence of operating-model improvement deployment after deployment.