Sr. Director, ERP Transformation

Location: Onsite, four days per week – Kohler, WI Opportunity Kohler Co. is seeking a Senior Director, ERP Transformation. This role is a strategic enterprise leader responsible for defining and executing the organization’s ERP transformation. Reporting to the VP, IT Enterprise Applications ERP Transformation, this role requires a balance of strategic thinking, business partnership, organizational leadership, and hands-on execution oversight. Role Summary The Sr. Director, ERP Transformation will lead a multi-year, enterprise-wide transformation from SAP ECC to a to be selected ERP solution. This leader is accountable for end-to-end program execution across Supply Chain, Manufacturing, and Finance while ensuring delivery of measurable business value, standardized processes, and a modern digital core. Critically, this role will build the organizational capability, leadership bench, and operating model required to deliver the transformation, establishing a high-performing, cross-functional team that bridges business and IT to drive adoption at scale. As a trusted and strategic business partner to Kohler’s Global Supply Chain function — including Manufacturing, Procurement, and Supply Chain — this leader will ensure that technology investments deliver measurable business value, operational excellence, and scalability across the global enterprise. Key Responsibilities Transformation Leadership Delivery Lead end-to-end transformation strategy, roadmap, and execution across ERP domains Represent IT in the Transformation Management Office and partner with executive stakeholders across Supply Chain, Manufacturing, and Finance to align on priorities, trade-offs, and outcomes Drive business value realization (e.g., working capital improvement, inventory optimization, cost-to-serve reduction) Establish and enforce program governance, including steering committee cadence, KPIs, and decision frameworks Lead system integrators and vendors, ensuring accountability, delivery quality, and commercial discipline Oversee project management, solution architecture, data strategy, and process standardization aligned to S/4 best practices Manage multi-year program financials including budget, forecasting, and benefits realization Talent Strategy Organizational Development Design and stand up the transformation operating model, including clear role definitions, decision rights, and governance across business, IT, and partners. Assess current organizational capability across process, data, technology, and change leadership; identify gaps and define targeted talent actions (hire, develop, augment) Staff and secure top talent in mission-critical roles, including business process owners, workstream leads, data leadership, testing, and change management. Build and lead a high-performing, cross-functional transformation team, ensuring strong alignment between business and IT leadership Partner with HR and executive leadership to: Define role expectations and capacity plans Support talent selection and succession planning Align performance management and incentives to transformation outcomes Develop internal ERP, process, data, and change leadership capability, reducing long-term dependency on system integrators and external partners Establish knowledge transfer and capability-building mechanisms across all phases of the program Change Leadership Adoption Champion organizational change, ensuring business readiness, training effectiveness, and sustained adoption Build and mobilize a change champion network across functions and geographies Drive mindset shift from customization to standardization and enterprise process ownership Equip functional and plant leaders to lead their teams through significant process and system change Identify resistance and proactively intervene with targeted engagement strategies Organizational Effectiveness Culture Foster a “one program” culture across business functions, IT, and external partners Drive clarity, accountability, and decision velocity across a complex stakeholder environment Establish expectations for enterprise thinking, data ownership, and process discipline Build leadership bench strength and succession plans to ensure continuity across the multi-year transformation Risk Performance Management Identify and mitigate program, organizational, and talent-related risks proactively Ensure transparency through structured reporting on delivery, adoption, and capability readiness Align talent deployment and capability with each phase of the transformation lifecycle (design, build, deploy, stabilize) Scope Impact High visibility with executive leadership and Board-level engagement Enterprise-wide ERP transformation impacting core business operations Multi-year program with significant capital investment Cross-functional, multi-business, multi-regional scope spanning Supply Chain, Manufacturing, and Finance Direct impact on enterprise capability, operating model, and long-term digital maturity Business Partnership Functional Enablement Serve as the primary IT business partner with IT delivery responsibilities for Global Supply Chain functions including Manufacturing, Procurement and Supply Chain, ensuring technology enables process efficiency, compliance, and strategic outcomes. Collaborate with functional leaders to identify opportunities for AI, automation, analytics, and workflow optimization. Ensure that IT roadmaps for enterprise functions are aligned with global priorities and harmonized across divisions.