Lead Transition Manager

THE ROLE

The Associate Director or General Manager – Global Transformation Office in a GCC set-up is instrumental in leading and executing the organization's transformation strategy. This role is crucial in managing end-to-end transitions, spearheading transformational projects, and driving organizational change. As a leader of the Transition Managers and Process Consultants, the General Manager ensures alignment with strategic business goals, delivering significant improvements in operational efficiency, and fostering a culture of continuous innovation. This position is central to optimizing processes, managing stakeholder expectations, and ensuring a seamless transition from current to future states across all business functions.

PURPOSE

The Associate Director / General Manager – Global Transformation Office is responsible for leading the execution of CMA CGM's Transformation Strategy. This strategic role involves managing a team of Transition Managers and Process Consultants to successfully drive significant organizational changes, streamline operations, and enhance business performance across global functions. The role ensures that all transitions and transformation initiatives are executed effectively, aligning with organizational goals to achieve long-term sustainability and success.

KEY RESPONSIBILITIES:

1. Strategic Leadership

• Lead the pool of Transition Managers and Process Consultants to deliver the CMA CGM Transformation Strategy, ensuring alignment with business goals and objectives.
• Develop a transformation roadmap that integrates strategic priorities, identifying opportunities for optimization and growth.
• Act as a thought leader in transition and transformation, continuously innovating and refining processes and methodologies to deliver impactful results.
• Collaborate closely with senior leadership to provide direction and drive the transformation agenda across the organization.

1. Transition and Transformation Management

• Oversee multiple large-scale transitions and transformation initiatives, ensuring smooth implementation across business functions, including Operations, Customer Care, Finance, and Commercial.
• Develop and govern transition and transformation methodologies, ensuring adherence to best practices and alignment with strategic goals.
• Ensure that transitions are completed within agreed timelines, budget, and quality parameters, delivering seamless integration with business functions.

1. Team Leadership and Development

• Lead, coach, and mentor the Transition Managers and Process Consultants, fostering a high-performance culture.
• Establish clear roles, responsibilities, and performance expectations for team members, providing support and resources to enable success.
• Drive skills development and capability-building within the team to maintain high standards of service delivery and adaptability to evolving business needs.
• Promote a culture of continuous improvement and professional growth within the team.

1. Stakeholder Engagement and Management

• Build and nurture strong relationships with key stakeholders across CMA CGM to drive cross-functional collaboration and commitment to transformation goals.
• Act as the primary point of contact for senior stakeholders regarding transition and transformation initiatives, providing regular updates, insights, and reporting.
• Facilitate communication between stakeholders and team members to ensure alignment on project objectives and desired outcomes.

1. Change Management and Communication

• Define and lead the change management strategy for transformation initiatives, ensuring effective adoption of new processes and practices across the organization.
• Develop and implement communication plans to engage employees, address concerns, and foster a culture of change and innovation.
• Actively manage resistance to change, using stakeholder feedback and data to guide decision-making.

1. Process Re-engineering and Improvement

• Identify opportunities for process re-engineering and redesign to achieve greater efficiency and operational excellence.
• Drive business transformation projects that promote best practices and align with industry standards, enabling continuous improvement.
• Lead initiatives that focus on cost reduction, process optimization, and enhanced service delivery, adding value to business operations.

1. Performance Measurement and Continuous Improvement

• Establish metrics and KPIs to track the success of transition and transformation initiatives, ensuring the achievement of desired outcomes.
• Analyze performance data to identify areas for improvement, adjusting strategies as needed to enhance results.
• Drive a culture of continuous improvement by promoting innovation and adaptability within transformation initiatives.

QUALIFICATION & CERTIFICATIONS:

• Master's or Bachelor's degree
• Professional certifications in Project Management (PMP/PRINCE2) or Lean Six Sigma Green Belt are highly desirable.
• 10 to 15 years of relevant experience in transition management, transformation initiatives, project management, and organizational change, including leading large-scale projects at a global level.
• Proven experience managing and leading a team, with a focus on capability development and fostering a high-performance culture.
• Strong business acumen with the ability to align transformation initiatives with organizational goals.
• Exceptional stakeholder management, interpersonal, and communication skills, with the ability to influence and inspire at all levels of the organization.
• Demonstrated ability to prioritize and manage multiple initiatives in a fast-paced, complex environment, ensuring successful delivery.

• What is in it for youLead transformation initiatives that shape the future of CMA CGM GBS, making a significant impact on the organization's strategic direction.
• Work closely with senior leadership across global functions, gaining exposure to diverse challenges and opportunities for growth.
• Play a key role in leading and mentoring a high-performing team, driving both individual and organizational success.