
As the program leader for the future divisional design of the Positioning Division Group, you will serve as the central strategic integrator responsible for shaping and operationalising the next-state structure of the business. This role will lead the end-to-end design of the future operating model, ensuring that commercial, product, finance, legal, tax, people, systems, and governance decisions are aligned into one coherent divisional blueprint on behalf and in constant consultation with Autonomous Solutions President, CFO and the 4 Positioning Division Presidents.
This is a highly cross-functional, global role requiring orchestration across multiple leadership teams, sites, and disciplines. The successful candidate will not operate as the functional owner of any one workstream; instead, they will ensure that every design decision is tested across interdependencies and translated into an executable program that moves the organisation from current state to future state with clarity, pace, and discipline.
A core principle of this role is to act on behalf of all Positioning Presidents and lead with enterprise perspective, strong governance, and disciplined execution. The role is accountable not only for designing the future state, but for ensuring it is actioned successfully — including transition planning, leadership alignment, implementation governance, and the orderly handover to the future steady-state operating model.
Strategy, Design and Program Leadership
Future State Design Across Critical Dimensions
The role is accountable for ensuring every major dimension of the current organisation is mapped, tested, and redesigned into a practical future-state model.
This includes validating the current baseline, facilitating future-state choices, identifying cross-functional dependencies, and ensuring each dimension progresses through to implementation.
Design Dimension | Current State — Capture & ValidateC | Future State — Design & Action |
Cross Divisional Selling | Unclear ownership between distribution and entrepreneurial/direct models, channel conflict, and unresolved commission/pricing/margin rules across the four divisions. | Defined account ownership rules, channel conflict resolution process, unified pricing governance, cross-division commission/crediting/margin model, deal desk for live disputes. |
Go-to-Market | Customer/segment ownership, channel mix, brand architecture, sales coverage by geography | Target customer alignment, channel rationalization, brand/portfolio mapping to new divisional lines |
Product & R&D | Roadmap ownership, lab/site footprint, platform vs. product team structures | R&D operating model, site consolidation or retention, platform governance, dual-use IP boundaries |
Intellectual Property | Patent/trademark ownership by entity, licensing-in/out arrangements, shared IP | IP separation or co-ownership plan, licensing agreements, freedom-to-operate review |
Tax & Legal Entity | Legal entity map, transfer pricing, jurisdictional footprint (US, Canada, UK, Belgium) | Target entity structure, tax-efficient transition steps, treaty and cross-border implications |
People & Talent | Org charts, headcount by site/function, dual-hatted roles, key talent at risk | Future org design, role mapping, retention plan for critical talent, leadership selection |
Balance Sheet & Finance | Asset/liability allocation, shared services costs, capital structure by division | Opening balance sheet design, cost allocation methodology, standalone financial reporting readiness |
Systems & Data | ERP/IT landscape, data ownership, shared platforms across divisions | System separation or integration plan, data migration approach, cybersecurity boundary review |
Communications & Change | Stakeholder map, prior announcements, employee/investor sentiment baseline | Communication plan by audience, change management cadence, narrative alignment with leadership |
Governance & Controls | Decision rights, delegation of authority, board/committee structures | New governance model, interim controls during transition, RACI for program decisions |
Key Performance Metrics | Role model of “The Hexagon Way”. Laser focused on partnering the business to build sustainable revenue growth, from idea to offer, from brand to order and from quote to cash. Represent the regional and business areas fairly.
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Experience
Leadership Capabilities
Qualifications