About The Role

Enterprise GPO Process Excellence Senior Manager

Description -

This is an enterprise enablement and transformation-delivery role. Functional and Value Stream Process Owners remain accountable for their process outcomes, roadmaps, sponsorship, decisions, controls, and adoption. The Enterprise GPO Process Excellence Team provides the structured methods, expert capacity, integration leadership, coaching, and performance discipline required to help those owners deliver.

The manager also collaborates closely with the Enterprise GPO Governance Team. Governance defines and maintains enterprise standards, operating requirements, and decision forums; Process Excellence converts those expectations into practical deployment, builds capability, identifies barriers, tests methods in real work, and provides fact-based feedback for continuous improvement of the GPO operating model.

Key Responsibilities

Lead the Enterprise Process Excellence Team

Build and lead the team. Develop, coach, and deploy a high-performing team of process excellence professionals, including Lean Six Sigma practitioners, project/program leaders, process analysts, facilitators, and change enablement experts.
Create a flexible deployment model. Match expertise and capacity to the highest-value enterprise and value-stream priorities; balance direct project leadership, embedded support, coaching, and short-cycle interventions.
Develop practitioner capability. Establish common expectations, methods, communities of practice, certification pathways, reusable assets, and coaching routines for both the enterprise team and Functional Process Excellence Teams.
Ensure delivery quality. Review project charters, analytical rigor, tollgate readiness, change plans, risk management, benefit assumptions, and sustainment plans before key decisions or executive updates.

Drive Transformation and Improvement Delivery

Translate strategy into executable work. Partner with Value Stream and Level 2 Process Owners to define problems, outcomes, scope, stakeholders, dependencies, governance, resources, milestones, and measures of success.
Lead Lean Six Sigma improvement. Sponsor or directly lead DMAIC, Design for Six Sigma, Kaizen, root-cause problem solving, value-stream mapping, waste elimination, variation reduction, and control-plan development as appropriate.
Provide project and program leadership. Establish fit-for-purpose delivery routines, integrated plans, RAID management, decision logs, stage gates, benefit tracking, and executive escalation for complex transformations.
Integrate across value streams. Lead enterprise problem solving where customer, data, technology, policy, or operating-model dependencies cross organizational boundaries and cannot be solved within a single value stream.
Design for sustainment. Ensure future-state solutions include process ownership, standard work, controls, data requirements, role clarity, training, adoption, and mechanisms to prevent regression.

Institutionalize Process Health and Performance

Establish process health discipline. Lead Functional Process Excellence Teams through a consistent cadence for assessing process health, reviewing performance, identifying debt and failure modes, and prioritizing corrective action.
Strengthen measurement systems. Help teams define connected enterprise-value, process-performance, transactional-health, customer-experience, control, and adoption measures with clear definitions, ownership, targets, and data lineage.
Move from reporting to action. Use fact-based performance reviews to distinguish symptoms from root causes, surface cross-value-stream constraints, assign accountable owners, and track recovery to committed dates.
Enable transparency. Create concise portfolio, health, benefit, and risk views that stand alone for senior leadership and provide a common source of truth across the GPO community.
Verify realized value. Partner with Finance and business owners to validate baselines, forecast benefits, confirm realized impact, and sustain improvements after project closure.

Deploy Management of Change

Operationalize the centralized strategy. Apply the enterprise Management of Change framework, tools, language, and governance consistently across the Process Excellence portfolio.
Right-size the intervention. Assess stakeholder impact, readiness, leadership alignment, behavior shifts, capability needs, and adoption risk; recommend the level and type of change support required.
Embed change in delivery. Integrate sponsorship, stakeholder engagement, communications, learning, resistance management, adoption measures, reinforcement, and sustainment into project plans from the outset.
Connect strategy and field learning. Provide structured feedback to the centralized MoC strategy owners on recurring barriers, method gaps, adoption patterns, and opportunities to improve enterprise change capability.

Partner on Governance, Standards, and Enterprise Integration

Deploy enterprise standards. Partner with Enterprise GPO Governance to operationalize process taxonomy, ownership, documentation, measurement, review, decision-right, and transformation-delivery standards.
Coach Functional Process Excellence Teams. Build their ability to apply standards consistently while adapting the delivery approach to the maturity, risk, and business context of each value stream.
Identify systemic barriers. Aggregate delivery experience to expose recurring policy, data, technology, organizational, capability, and governance constraints that require enterprise intervention.
Support portfolio governance. Provide objective recommendations on prioritization, sequencing, capacity, interdependencies, risks, readiness, and escalation needs to the Enterprise GPO and relevant councils.
Represent the enterprise perspective. Maintain focus on end-to-end customer and business outcomes when functional priorities, local optimization, or competing measures create friction across value streams.

Lead Stakeholder Engagement and Executive Communication

Build trusted partnerships. Work effectively with Functional GPOs, Level 2 Process Owners, business and technology leaders, Data, Finance, HR, and transformation offices.
Facilitate difficult decisions. Create shared fact bases, clarify trade-offs, challenge assumptions constructively, and move stakeholders from discussion to accountable action.
Communicate outcomes. Produce concise, evidence-based updates that connect process health, delivery progress, realized value, adoption, risks, and decisions required.
Model enterprise leadership. Act with independence, transparency, and respect while influencing across organizational boundaries without relying solely on positional authority.

Measures of Success

Business outcomes. Verified improvements in customer experience, growth, cost, cash, quality, speed, resilience, control, or employee experience attributable to the transformation portfolio.
Delivery reliability. Percentage of priority initiatives meeting committed scope, milestones, benefit, quality, and sustainment expectations, with risks surfaced early.
Process health maturity. Adoption and quality of health reviews, KPI ownership, root-cause discipline, action closure, control plans, and evidence of sustained performance.
Cross-value-stream resolution. Speed and effectiveness in resolving dependencies, handoff failures, policy conflicts, and enterprise constraints spanning multiple value streams.
Change adoption. Readiness, participation, proficiency, usage, behavior change, and sustainment measures achieved for impacted stakeholder groups.
Capability growth. Strength, retention, utilization, and development of the enterprise team and measurable improvement in Functional Process Excellence capability.
Standards adoption. Consistent, practical use of enterprise GPO methods and standards, with exceptions explicitly governed and feedback incorporated into future revisions.
Stakeholder confidence. Demonstrated trust from Process Owners, enterprise partners, and senior leaders in the team's objectivity, expertise, responsiveness, and ability to deliver outcomes.

Required Qualifications and Experience

Education. Bachelor's degree in business, engineering, operations, supply chain, finance, information systems, organizational change, or a related field; equivalent practical experience will be considered.
Transformation experience. Typically 10 or more years of progressive experience in process excellence, operational excellence, business transformation, operations, internal consulting, or enterprise program delivery.
People leadership. Demonstrated experience leading, coaching, and deploying teams of experienced practitioners in a matrixed, global, or complex enterprise environment.
Lean Six Sigma mastery. Lean Six Sigma Black Belt certification or equivalent demonstrated expertise leading analytically rigorous improvement from problem definition through control and sustainment.
Complex program delivery. Proven success leading multi-functional initiatives with significant process, data, technology, policy, and organizational dependencies.
Performance management. Experience establishing process KPIs, baselines, targets, review cadences, root-cause analysis, benefit realization, and executive-level reporting.
Change leadership. Practical experience integrating stakeholder, communication, learning, readiness, adoption, and reinforcement activities into transformation delivery.
Executive influence. Ability to synthesize complex information, frame decisions, facilitate alignment, and influence senior stakeholders across organizational boundaries.

Preferred Qualifications

Advanced credentials. Master Black Belt, PMP, Prosci/ADKAR, Agile, change-management, or equivalent practitioner certification.
Enterprise process ownership. Experience working within a Global Process Owner, end-to-end value-stream, shared services, transformation office, or enterprise operating-model structure.
Digital and data fluency. Experience connecting process design with data ownership, process mining, workflow, automation, AI, ERP, analytics, and digital product delivery.
Global operating experience. Experience working across regions, business units, functions, cultures, and time zones in a large, distributed organization.

Core Leadership Capabilities

Enterprise mindset. Optimizes end-to-end outcomes over local efficiency and can navigate competing functional priorities without losing sight of customer and business value.
Systems thinking. Understands how process, data, technology, talent, controls, policy, and experience interact and where a change in one area creates downstream consequences.
Structured problem solving. Uses evidence, statistical thinking, process analysis, and disciplined experimentation to convert ambiguity into actionable decisions.
Pragmatic execution. Balances methodological rigor with speed, adapts the intervention to the problem, and maintains momentum through obstacles and changing conditions.
Courageous collaboration. Challenges respectfully, surfaces difficult facts, addresses accountability gaps, and creates the trust required for cross-boundary problem solving.
Talent multiplier. Builds confidence and capability in others, creates clear standards, gives actionable feedback, and leaves functional teams stronger after each engagement.

Job -

Quality

Schedule -

Full time

Shift -

No shift premium (Mexico)

Travel -

Relocation -

Equal Opportunity Employer (EEO) -

HP, Inc. provides equal employment opportunity to all employees and prospective employees, without regard to race, color, religion, sex, national origin, ancestry, citizenship, sexual orientation, age, disability, or status as a protected veteran, marital status, familial status, physical or mental disability, medical condition, pregnancy, genetic predisposition or carrier status, uniformed service status, political affiliation or any other characteristic protected by applicable national, federal, state, and local law(s).

Please be assured that you will not be subject to any adverse treatment if you choose to disclose the information requested. This information is provided voluntarily. The information obtained will be kept in strict confidence.

For more information, review HP’s EEO Policy or read about your rights as an applicant under the law here: “ Know Your Rights: Workplace Discrimination is Illegal "