Head of Change Management Organizational Engagement

OPENING SUMMARY

This role gives Choreo's people — and the client-facing teams at the center of the firm's growth — the confidence to move through change together. When this person succeeds, every major initiative affecting client-facing teams lands with clarity: people know what's changing, why it matters, and what's expected of them, well before it reaches their desk. Initiatives that once collided or moved out of sequence instead land with deliberate timing and a coherent plan behind them. Concerns and friction surface early, while there's still time to act on them. Leadership hears a clear, honest signal of what client-facing teams and employees are experiencing, and those teams can see that what they raised actually shaped a decision. Over time, change management becomes part of how Choreo runs every major initiative affecting its client-facing organization by default, not something applied after the fact.

Operating Principle:

This role works in close partnership with the Head of Brand & Communications, with each leader anchoring a distinct half of the same outcome. The Head of Brand & Communications leads what Choreo is saying, what it means, and how it comes to life at the enterprise level. This role leads how people — especially client-facing teams — experience, influence, and adopt the changes behind it.

Key Responsibilities:

Change management and adoption

• Build change management plans for major enterprise initiatives, with particular emphasis on those affecting client-facing teams, including stakeholder and impact assessments, readiness diagnostics, and reinforcement plans
• Define what strong adoption looks like for each initiative in measurable terms, and track it through to completion — with client-facing adoption as a primary lens
• Sequence and coordinate concurrent change initiatives so client-facing teams move through them with clarity and momentum, without competing demands colliding at the point of delivery
• Surface resistance, confusion, and unresolved dependencies among client-facing teams early, while there's still time to address them

Client-facing communications and engagement

• Own the communications strategy and operating rhythm for client-facing teams affected by change — sequencing, channel discipline, and message relevance across concurrent initiatives
• Coordinate communications to client-facing teams across transformation, technology, service, and growth initiatives so messaging is consistent and well-timed
• Build feedback loops that give client-facing teams a real opportunity to shape initiatives, and show them what their input changed

Human integration (M&A and organizational change)

• Build a repeatable methodology for the human side of mergers, acquisitions, and major organizational integrations, with specific attention to newly joined client-facing teams
• Lead the adaptive work around identity, culture, and belonging for newly joined or acquired client-facing teams
• Track the lived experience of integrated client-facing teams over time, well beyond the point of close

Organizational listening

• Build and run listening mechanisms before, during, and after major change, with client-facing teams as a primary audience — pulse surveys, structured interviews, focus groups
• Synthesize what's heard into a small number of clear themes and concrete recommendations for leadership

Change governance and infrastructure

• Establish the intake, prioritization, and escalation process that governs how change initiatives move through the firm, with clear checkpoints for anything reaching client-facing teams
• Define decision rights and change-readiness criteria that initiative owners are expected to meet before launch, especially for initiatives touching client-facing teams
• Build the standing methodology, templates, and measurement framework that make change management repeatable across initiatives, independent of any one project team

Required Qualifications:

• 8+ years of experience in change management, organizational effectiveness, or a closely related discipline, with demonstrated ownership of enterprise-scale initiatives affecting client-facing organizations
• Direct experience owning communications strategy and cadence for a large organization, spanning both internal (employee) and client-facing audiences
• Direct experience leading the human/organizational side of M&A integration, including the post-close experience of client-facing teams
• Hands-on experience designing and running organizational listening mechanisms for client-facing populations and translating results into leadership recommendations
• Strong program management discipline: scope definition, milestone tracking, risk mitigation, and stakeholder reporting across multiple concurrent workstreams
• Experience establishing change governance — intake, prioritization, and decision rights — across a portfolio of concurrent initiatives
• Strong executive presence; ability to influence and align senior stakeholders without formal authority over them
• Comfortable operating with ambiguity and shifting priorities in a fast-growing, actively integrating organization
• Experience in financial services, wealth management, or an RIA environment, with direct exposure to advisor or client-facing populations
• Change management certification (Prosci or equivalent), or demonstrated equivalent hands-on expertise

Success Measures

• Adoption of major initiatives improves among client-facing teams, measured against a defined baseline for each rollout
• Time-to-adoption shortens; friction and rework on priority programs decrease, particularly for initiatives touching client-facing teams
• Changing governance (intake, prioritization, readiness criteria) is used consistently across initiative owners
• Listening to data from client-facing teams becomes a recurring input to leadership decision-making
• Integrated client-facing teams (post-M&A) show measurable improvement in retention and engagement relative to pre-integration baselines

Critical Attributes

• Deep understanding of organizational behavior and changing adoption principles, particularly among client-facing populations
• Skilled at bringing clarity and sequencing complex, high-stakes situations
• Build trust and followership quickly across all levels, including with client-facing leaders
• Resilient and adaptive in a fast-paced, still-forming function