VP, Business Transformation

At Colibri Group, we’re building the future of professional education. Across more than 50 professions, our trusted learning solutions help more than seven million learners build skills, earn credentials, and stay ready for what’s next.

Our mission is to lead people to achieve more, adapt, and thrive in their careers. It shapes how we serve our learners and how we work with one another. Our values of Love, Joy, Boldness, Teamwork, and Curiosity guide how we collaborate, make decisions, and create meaningful impact.

Learn more about Colibri Group at www.colibrigroup.com.

Position Overview:

Colibri is in the middle of Farside, one of the largest transformations in our history: moving finance onto Workday and bringing how we market to, sell to, serve, and retain customers across every brand onto Salesforce. The technology is landing. The work now is making sure the business actually changes, and that legacy systems come off.

This role runs the execution of Farside from the business side. Our Product & Technology team builds and delivers the platforms. You make sure the business is ready, committed, and actually changes: every business unit signed up to what it must contribute and when, go-lives landing with teams ready to operate, legacy systems and ways of working retired on schedule, and the program delivering what it committed to.

This is a results job. You'll be measured on legacy systems actually retired, committed value actually delivered, and business commitments actually kept, not on go-lives or activity.

You won't know Colibri's businesses on day one, and you don't need to. You need to learn them fast and earn the trust of the leaders who run them by making the program work for them: clear asks, honest status, and problems solved quickly. It's a highly visible seat; you'll report progress directly to the executive team and the board.

What You'll Do

Run the Business Side of the Program

• Own one integrated plan and view of program health: technical delivery alongside business readiness (processes changed, teams trained, adoption reached, legacy retired)

• Report to the executive team and board in dated milestones: what was committed, what was delivered, and what happens next. Bring the fix, not the explanation

• Find what is blocking progress and remove it, through direct problem-solving or escalation at whatever level it takes. The program is live; issues not resolved in days cost weeks

• Run the program with business discipline: tie every milestone to its P&L impact, know what each workstream costs and what it returns, and make the trade-off when the two don't line up

• Track committed value (systems retired, conversion lift, sales results) conservatively and in-year with Finance, and bring go/stop decisions on staged investments to leadership on time

Secure Business Commitments, and Hold the Business to Them

• Turn the roadmap into a clear ask of each business unit (people, subject-matter experts, data, decisions, and deadlines), built into its annual plan and signed off by its leaders

• Hold leaders to the plans they agree to: plan for transition impact up front, insist on root cause before any rollback, and escalate quickly when a team retreats

• Secure the capacity the plan depends on, including data migration and cutover work, and raise the funding or timeline trade-off early when it isn't there

• Drive agreement, on a deadline, on the business standards the platforms are built to

Land Readiness, Adoption, and Retirement

• Own business readiness for each migration: process work done before the build, teams trained, and cutover planned, so the business can operate on day one

• Own adoption as a leader, not as a training plan: set expectations from the top, involve leaders in designing the future state, and drive it until the old way is gone

• Retire legacy systems, licenses, and ways of working on dated plans owned by named business leaders, and turn productivity gains into real operating changes

• Prove the first full end-to-end brand migration, then repeat it faster across the remaining brands with a documented playbook

Lead the Team

• Build and lead a small team covering program management, process, value tracking, and change management, accountable for results rather than activity

What You'll Bring

You've done this before, personally. You won't check every box, but you should recognize yourself in most of these:

• You've driven a large technology-enabled change from the business side, where the business rather than IT had to do the hard work, from plan through go-live and adoption to a measurable financial result, and you can tell us exactly where it landed in the P&L

• You've gotten business leaders to commit people, decisions, and deadlines, and held them to it when early results got noisy without losing the relationship

• You learn an unfamiliar business quickly and earn its leaders' trust

• You've tracked a program's committed value against actuals and reported it conservatively to a CFO or sponsor

• You have strong business acumen: you read a P&L, understand how revenue, cost, and capacity decisions connect, and have made trade-offs between speed, cost, and value with real money at stake

• You've led a small team to outcomes and made the hard personnel call when it was needed

• You've owned adoption of a major business change and can explain why training and champion networks alone don't produce it

Skills

• 12–18 years spanning operational execution, analytical rigor, and team leadership

• VP-level, business-side ownership of a major enterprise transformation or platform migration

• A track record of measurable results (cost removed, revenue gained, systems retired) in roles with P&L or significant budget accountability

• Experience in a multi-brand or multi-unit company; private equity–backed experience preferred

• Business-side fluency with Salesforce and/or Workday; technical depth not required

Colibri Group is an equal opportunity employer. We make employment decisions based on job-related qualifications, merit, and business needs without regard to race, color, religion, sex, pregnancy, sexual orientation, gender identity, national origin, age, disability, genetic information, protected veteran status, or any other characteristic protected by applicable law.

If you need a reasonable accommodation to complete your application or participate in the hiring process, please contact Human Resources. Please indicate that your request is related to an employment application and include the position title.