Deputy National Lead

Job Purpose
The Business COE role is responsible for designing and executing the development of new modules—such as Lead Management—while aligning the product development of Corporate Leasing and Equipment Finance with business goals, engaging cross-functional stakeholders, and ensuring timely delivery of strategic solutions like Worksite Management to effectively reach the target segment across the country.Duties and Responsibilities
1. Strategic Program Leadership – Lead Management System

• Provide strategic oversight and leadership for the development of the Lead Management System.

• Drive the successful delivery of complex modules, including lead creation, allocation, calling, disposition, and supervisory review, with structured governance and clear communication frameworks.

• Manage large-scale rollout of this module across multiple business units of BFL, ensuring program milestones and change control are effectively managed.

• Lead cross-functional program planning, risk mitigation, and delivery execution aligned with business objectives.
2. Enterprise Enablement – Corporate Leasing Journey

• Lead the design and implementation of an integrated Corporate Leasing journey aligned with the enterprise's digital and data strategy.

• Ensure seamless collaboration between data, technology, and business teams to enable clean, linked data and automation.

• Leverage standardized BFL assets to accelerate deployment and value realization.
3. Transformation of Equipment Finance Module

• Oversee the transformation of the Equipment Finance process into a streamlined, automation-driven journey.

• Change management efforts to ensure adoption and alignment with business operations, while managing stakeholder expectations and driving operational readiness.
4. Worksite Marketing & Employee Portal Modernization

• Own the end-to-end transformation and delivery of a best-in-class employee portal with integrated worksite marketing capabilities.

• Identify and prioritize high-value use cases in collaboration with business stakeholders, ensuring clear ROI and alignment to enterprise data standards.

• Champion user-centric design while ensuring timely execution and cross-platform integration.
5. Stakeholder Engagement & Change Leadership

• Build strong partnerships with senior business leaders, technology teams, and external partners to align on transformation goals and execution strategy.

• Serve as the primary escalation point for program-level issues, ensuring alignment across functional and technology stakeholders.

• Drive stakeholder buy-in through structured communication, regular updates, and transparent decision-making processes.

• Lead organizational change efforts, fostering readiness, training, and adoption across impacted functions.
6. Program & Project Governance

• Define and enforce governance structures for large-scale digital transformation initiatives across COE units.

• Monitor program KPIs, budgets, resource plans, and delivery schedules; proactively manage risks and dependencies.

• Ensure delivery teams are aligned on timelines, scope, and quality standards, and promote a culture of accountability and ownership.|7. Leadership & Team Development

• Lead, coach, and develop a high-performing cross-functional team, fostering a culture of innovation, collaboration, and execution excellence.

• Promote agile delivery practices while balancing long-term roadmap planning with immediate business priorities.

• Guide the team to maintain focus on strategic outcomes, while adapting to change and resolving execution challenges.Key Decisions / Dimensions
Decisions made by job holder
The role is responsible for making high-impact decisions that shape the success of enterprise-wide transformation initiatives. Key decisions include:

• Defining Product and Platform Strategy: Deciding the vision, scope, and priorities for revamping lead management, corporate leasing, and employee engagement journeys across platforms like SFDC, MS Dynamics, and internal portals.

• Stakeholder Alignment & Roadmap Prioritization: Choosing which business needs and use cases to prioritize based on value, feasibility, and organizational readiness — balancing short-term wins with long-term goals.

• Technology & Design Direction: Selecting the right design systems, tech tools (e.g., Figma), integration strategies, and automation approaches to ensure scalable, user-centric solutions.

• Resource Allocation & Vendor Management: Determining team structures, internal vs. external delivery models, and selecting vendors or partners where needed.

• Change Management & Rollout Planning: Making decisions on how to phase rollouts, structure communications, and implement training and adoption strategies across business units.

• Governance & Performance Oversight: Setting the standards for delivery governance, success metrics, and escalation paths for risks, delays, or scope changes.
These decisions directly impact customer experience, operational efficiency, business growth, and the digital maturity of the organization.Major Challenges

• Complex Stakeholder Ecosystem

• Navigating conflicting priorities and expectations from multiple business units, each with different levels of digital maturity, urgency, and resource availability.

• Securing consistent stakeholder engagement across verticals (e.g., Sales, Operations, IT, Compliance) and translating diverse inputs into unified execution.

• Cross-Platform & Legacy Integration

• Designing the process flow and implementing seamless user journeys across disparate platforms like SFDC, MS Dynamics, Leasing Portal, and internal systems — many of which may have legacy constraints.

• Ensuring compatibility, data consistency, and user experience continuity across platforms with different architectures and user interfaces.

• Data Quality & Governance Issues

• Working with inconsistent, incomplete, or siloed data that may hinder automation, analytics, and personalization efforts.

• Driving data strategy adoption in environments where clean and linked data practices are not yet institutionalized.

• Change Management Resistance & Cross Functional Management

• Managing change fatigue among stakeholders who may have experienced past transformation efforts with limited success.

• Orchestrating cross-functional teams (designers, developers, BAs, product owners, etc.) to deliver high-quality outputs on time, within budget, and with clarity.

• Balancing short-term tactical needs with long-term strategic objectives across multiple transformation tracks.

• Talent & Capability Gaps

• Ensuring the right mix of internal capability and external support (vendors, contractors) to execute the program roadmap.

• Uplifting the internal team's design, product, and data literacy to support modern, user-centered digital transformation.

• Avoiding duplication of efforts and ensuring reusability of assets across business lines.Required Qualifications and Experience
Qualifications
 Post-graduation + MBA (preferred)
Work Experience
 Minimum 10 years of experience with preference to Business and Product/COE background

8.  SKILLS AND KNOWLEDGE

• Deep experience in strategic product leadership for complex, multi-platform enterprise solutions

• Strong business acumen with focus on aligning technology and product with business goals

• Proven track record managing large-scale programs, cross-functional teams, budgets, and risks

• Exceptional stakeholder management and communication skills with senior executives

• Expertise in driving organizational change and adoption across diverse teams

• Solid understanding of data strategy, governance, and analytics to enable automation and insights

• Ability to build, mentor, and inspire high-performing teams, promoting collaboration and continuous improvement

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