Director, Customer & Growth Business Transformation Lead

We are the leading provider of professional services to the middle market globally, our purpose is to instill confidence in a world of change, empowering our clients and people to realize their full potential. Our exceptional people are the key to our unrivaled, culture and talent experience and our ability to be compelling to our clients. You’ll find an environment that inspires and empowers you to thrive both personally and professionally. There’s no one like you and that’s why there’s nowhere like RSM. RSM Consulting is seeking a Director to serve as Business Transformation Lead on integrated Customer & Growth transformations. Our Customer & Growth portfolio helps clients win more, grow faster, and maximize enterprise value — spanning M&A Value Acceleration, Commercial Excellence / Front Office, Strategy & Growth Advisory, Pricing & Revenue Optimization, Customer Data & Insight Platform, New Business / Product Incubation, Transaction Advisory & Due Diligence, and Carve-out, Separation & Integration (PMI). This is the pivotal business-side leadership role on the transformation. In this portfolio the change lands on revenue-generating people — sellers, prices, service teams, and deal teams — where adoption failure is immediately visible in pipeline, conversion, and margin. You own how the commercial organization operates differently, and whether the growth or deal thesis is actually realized. Your success is measured by a single question: did the business change successfully? You will be dedicated to one major transformation at a time, working as a peer alongside the Executive Transformation Partner, the Transformation Director, and the Platform & Delivery Lead. Responsibilities Operating Model and Process Ownership Own the future-state commercial operating model — coverage and segmentation, territory and account structures, sales and service roles, marketing-to-sales handoffs, deal desk and pricing authority, and the target end-state for acquired or separated entities. Design end-to-end processes across the revenue cycle: lead to opportunity, quote to cash, pricing and discount approval, renewal and retention, and post-close integration or separation of commercial operations. Define organization, role, incentive, and capability implications — including where compensation design, quota structures, and performance management must change for the new model to hold. Own decision rights: pricing and discount authority, deal governance, customer data ownership, and integration or separation decision forums under transaction timelines. Maintain traceability from the deal thesis or growth business case through operating-model changes, process changes, backlog priorities, adoption outcomes, and realized revenue and margin benefits. Human-Centered Design Own HCD as a funded, staffed, measured workstream, working from the jobs-to-be-done of sellers, sales leaders, pricing analysts, service agents, and — critically — the end customer. Build personas and journey maps for both the internal user and the customer experience and let them drive requirements before build. Prototype and test selling, quoting, and service workflows with real commercial users before build; sellers will not adopt what slows them down. Use early demonstrations of the future selling and insight experience to build commercial-leadership confidence. Organizational Change Management and Adoption Own OCM as a funded, measured workstream: leader alignment and visible sponsorship from day one, stakeholder analysis, communications, resistance management, role-based enablement and training, and readiness scoring. Baseline adoption targets tied to benefits realization — pipeline hygiene and forecast accuracy, quote cycle time, discount-policy compliance, cross-sell attach, customer-data completeness, and retention. Manage the distinctive resistance dynamics of commercial change: autonomy, compensation anxiety, customer-relationship ownership, and, in M&A contexts, cultural collision and retention risk across two commercial organizations. Sustain business continuity — revenue cannot pause while the transformation runs. Backlog, Value Mapping and Delivery Cadence Lead weekly backlog refinement and own product backlog integrity and value mapping, connecting growth drivers and synergy targets to requirements, features, adoption outcomes, and measurable benefits. Participate in sprint feature reviews and system demonstrations with the client Product Owner and Platform & Delivery Lead, judging each increment against whether it makes revenue-generating work faster and better. Participate in increment planning and Inspect & Adapt retrospectives, testing outcomes against the client’s original drivers. Ensure outcome milestones — including synergy capture and commercial-readiness milestones — are tracked alongside technical and delivery milestones. Transformation Leadership and Client Confidence Serve as the bridge to executive confidence for CEOs, chief commercial and revenue officers, CMOs, corporate development leaders, and private equity sponsors. Escalate early with recommended actions, especially where transaction timelines, TSA exit dates, or announced synergy commitments are at risk. Plan for complexity: deal-driven deadlines that do not move, confidentiality constraints, dual operating models running in parallel, third-party friction, and significant key-person and retention risk. Bring in-person presence to large, sensitive, or transaction-driven transformations. Practice and People Leadership Contribute to the growth of RSM’s Total Consulting transformation capability, including reusable methods for commercial operating-model design, synergy traceability, and adoption measurement. Mentor and develop managers and senior associates across commercial process, enablement, and change workstreams within cross-service-line pod delivery. Support pursuits, proposals, and thought leadership, shaping sc