Who You Are
You are an experienced Six Sigma Black Belt and Business Process Excellence leader with strong expertise in Lean Six Sigma, process improvement, systems governance, automation, and business transformation. You can analyze complex processes, systems, data, and controls, then translate your findings into practical solutions that improve efficiency, reduce risk, and deliver measurable results.
You are a strategic and collaborative leader who can influence stakeholders, facilitate cross-functional initiatives, communicate with both technical and non-technical audiences, and guide organizations through change. You connect business strategy, people, processes, technology, and performance metrics to build sustainable improvements and a culture of continuous improvement.
About The Role
We are seeking an experienced Six Sigma Black Belt to lead organization-wide process clarity, operational improvement, systems governance, and strategic execution. This role will partner closely with business leaders, Finance, Technology, and functional teams to improve end-to-end performance across people, process, systems, data, reporting, controls, and automation.
The ideal candidate is not newly certified. They should bring deep Lean Six Sigma experience, strong business and systems judgment, excellent facilitation skills, and the ability to communicate complex topics clearly to different audiences. This person must be able to turn analysis into practical recommendations, present confidently, influence stakeholders, and gain buy-in for change across departments and leadership levels.
Must be based in the United States.
Other responsibilities include:
Core Process Improvement Responsibilities
• Create clarity around organizational roles, responsibilities, decision rights, process ownership, system ownership, data ownership, and cross-functional handoffs.
• Lead strategic business initiatives from discovery through implementation, with clear scope, ownership, milestones, risks, dependencies, adoption plans, and measurable outcomes.
• Map current-state and future-state business processes end to end, including quote-to-cash, hello-to-cash, service delivery, procurement, fulfillment, and supporting financial workflows.
• Document process handoffs, dependencies, systems, data, controls, bottlenecks, rework loops, failure points, and customer or employee impacts.
• Use Lean Six Sigma methods and process data to identify root causes and reduce unnecessary handoffs, duplication, cycle time, waste, rework, and operational complexity.
• Facilitate cross-functional workshops, process reviews, root-cause analysis sessions, Kaizen events, and improvement planning.
• Develop business cases, recommendations, implementation plans, dashboards, and control plans that sustain measurable gains.
• Build alignment and support adoption by translating complex findings into clear recommendations for executive, technical, operational, and non-technical audiences.
Enterprise Application Portfolio And Architecture
• Document the enterprise application portfolio, including each application's purpose, supported business capabilities, business owner, technical owner, data owner, lifecycle status, criticality, and key dependencies.
• Create and maintain current-state and future-state application, integration, and data-flow diagrams that make system relationships understandable to business and technical stakeholders.
• Document system integrations and interfaces, including sources and targets, data exchanged, APIs, middleware, scheduled jobs, file transfers, manual imports or exports, frequency, ownership, controls, exception handling, and reporting dependencies.
• Maintain documentation standards, review cycles, and ownership expectations so process, application, integration, and automation records remain current and usable.
• Identify overlapping capabilities, aging applications, unsupported workarounds, control gaps, and opportunities to simplify or rationalize the portfolio.
• Develop a prioritized application and integration roadmap aligned to business strategy, operational risk, user needs, and measurable value.
Systems Governance And Change Impact
• Establish and chair a cross-functional Systems Governance Board with a clear charter, membership, meeting cadence, decision rights, escalation paths, and accountability for approved actions.
• Implement a consistent intake, scoring, review, prioritization, approval, and documentation process for new applications, enhancements, integrations, automations, data changes, and reporting changes.
• Define minimum documentation standards for business requirements, process changes, solution design, ownership, controls, testing, release readiness, support, and post-implementation review.
• Evaluate downstream impacts before changes are approved, including impacts to business processes, connected systems, data flows, integrations, automations, reporting, financial and operational controls, security, compliance, customers, and users.
• Ensure approved changes are reflected in application inventories, integration maps, process documentation, controls, operating procedures, and support materials.
• Use change complexity, risk, audience, and business impact to recommend the level of communication, training, job aids, manager reinforcement, and readiness support required for adoption.
• Track governance decisions, conditions, owners, target dates, realized benefits, unresolved risks, and lessons learned through implementation.
Automation Inventory And Roadmap
• Build and maintain an enterprise inventory of workflow automations, bots, RPA solutions, APIs, AI-enabled processes, scheduled jobs, scripts, and material manual workarounds.
• Document each automation's purpose, process and system dependencies, owner, users, trigger, frequency, exception path, controls, support model, value, technical debt, and operational risk.
• Assist with assessment of automation opportunities using value, feasibility, risk, scalability, control requirements, and ongoing support effort, then maintain a prioritized automation roadmap.
• Partner with process and technology owners to retire redundant automations, strengthen controls, and confirm that implemented automations deliver the intended outcomes.
Mergers And Acquisitions Support
• Support technology and operational due diligence for potential acquisitions by evaluating application portfolios, integrations, automations, data, reporting, controls, business processes, ownership, contracts, technical debt, and key risks.
• Assess application overlap, capability gaps, redundancy, scalability, supportability, integration complexity, and rationalization opportunities across the acquiring and target companies.
• Develop future-state application, data, process, and integration recommendations with sequencing, dependencies, decision points, resource needs, risks, and transition requirements.
• Partner with Integration Management Office, functional, Finance, and Technology leaders to create and execute repeatable post-acquisition integration and application rationalization plans.
EBITDA Aligned Performance Management
• Partner with Finance and department leaders to define a KPI framework that connects company priorities and EBITDA drivers to department, team, process, and role-level performance.
• Define leading and lagging indicators with clear formulas, baselines, targets, data sources, owners, reporting frequency, decision thresholds, and validation methods.
• Develop role-based scorecards and measurement plans that connect day-to-day behaviors and process outcomes to revenue, gross margin, cost, productivity, quality, and risk.
• Establish benefit tracking that distinguishes projected, validated, realized, and sustained financial impact, with Finance validation where appropriate.
• Analyze performance trends, identify root causes, recommend corrective actions, and report progress and
