Director, Business Transformation

Cornerstone Building Brands is a leading manufacturer of exterior building products for residential and low-rise non-residential buildings in North America. Headquartered in Cary, N.C., we serve residential and commercial customers across the new construction and Repair & Remodel (R&R) markets. Our market-leading portfolio of products spans vinyl windows, vinyl siding, stone veneer, metal roofing, metal wall systems and metal accessories. Cornerstone Building Brands’ broad, multi-channel distribution platform and expansive national footprint includes more than 18,800 team members at manufacturing, distribution and office locations throughout North America. Corporate stewardship and Environmental, Social and Governance (ESG) responsibility are embedded in our culture. We are committed to contributing positively to the communities where we live, work and play. For more information, visit us at  http://cornerstonebuildingbrands.com . The Director, Business Transformation (Siding & Accessories Business Unit) reports to the VP, Customer & Strategy Enablement and carries two interconnected responsibilities: leading high-priority transformation initiatives across the business unit, and building the deployment infrastructure that enables the BU to execute its strategic agenda with discipline and consistency. The current flagship initiative is a multi-phase order-to-delivery optimization program — redesigning how Cornerstone Building Brands takes, fulfills, and delivers customer orders end-to-end across four domains: order intake and scheduling (customer service), inventory management (supply chain), demand planning, and production scheduling (manufacturing). This program is the immediate priority, requiring a leader who can drive a complex, multi-workstream initiative to completion while managing functional stakeholders across the organization. The deployment infrastructure responsibility ensures that this and future initiatives are executed with discipline and consistency — building the governance, tools, and operating rhythm that make strategy execution visible and repeatable across the BU. Key Responsibilities Transformation Initiative Leadership Lead high-priority BU transformation initiatives from program design through execution — currently the order-to-delivery network optimization program spanning Customer Service, Supply Chain, demand planning, and Manufacturing Own program structure, workstream governance, integrated planning, and milestone accountability; maintain a clear view of interdependencies, critical path, and sequencing across all active workstreams Build and maintain the business case and benefit tracking model — connecting initiative investments to outcomes across service level, inventory, lead time, and cost Manage external advisors and implementation partners; ensure delivery accountability sits with internal owners Lead change management and stakeholder engagement — ensuring functional and site-level leaders are active partners in the work, not passive recipients of it Strategy Deployment Infrastructure Build the governance and operating rhythm that translates BU strategic priorities into a sequenced, owned, and accountable portfolio of initiatives Establish the intake discipline, stage-gate reviews, and leadership cadence that surface trade-off decisions proactively — so the active portfolio reflects real organizational capacity Develop the BU's execution capability over time — common tools, accountability structures, and ways of working that make transformation delivery more consistent and scalable Stakeholder Alignment & Communication Serve as the integration point across Customer Service, Supply Chain, Manufacturing, Commercial, Finance, and IT for active transformation programs Build trust with functional and site-level leaders — ensuring program decisions reflect operational reality and affected teams are partners in the work Prepare and deliver program updates, portfolio reviews, and investment summaries for BU and corporate leadership Required 10–15 years in transformation, operations, or program leadership roles — with direct accountability for large, multi-phase programs in a manufacturing or industrial environment Demonstrated experience leading order-to-delivery, supply chain, or order fulfillment improvement programs spanning at least two of: order management, inventory management, demand planning, or production scheduling Operational fluency — able to engage credibly with Customer Service, Supply Chain, and Manufacturing on process redesign and technology requirements, not just program governance Track record of building cross-functional alignment across Operations, Supply Chain, Commercial, and Finance in a matrixed organization Executive presence and communication skills; comfortable presenting program status and portfolio trade-offs to senior leadership Bachelor's degree in Engineering, Supply Chain, Operations, Business, or related field; MBA strongly preferred Preferred Management consulting background (operations or supply chain practice) combined with in-house operating accountability Experience with S&OP / integrated business planning, ERP-linked scheduling, or inventory optimization platforms in a manufacturing environment Familiarity with building products or B2B distribution — understanding of how fulfillment performance affects channel relationships PMP, PgMP, APICS CPIM/CSCP, or equivalent a plus Leadership Competencies The ideal candidate will demonstrate the following competencies: Program Leadership Manages large, multi-phase programs with multiple workstreams, dependencies, and stakeholders; never loses sight of the critical path Structured Problem Solving Brings analytical rigor to complex operational questions; builds the fact base before driving to a recommendation Change Management Understands that transformation is a people challenge as much as a technical one; builds coalitions and manag