1. Own the workstream fact base
Get close to the process: interviews, data, handoffs, exceptions and the workarounds people use to keep things running. Build a fact base that shows where cost, cash, service, cycle time or control is being lost.
Turn that work into sharp analyses, decision documents and slides that make the important choices obvious. Be exact about the baseline, assumptions and evidence; do not use presentation polish to hide uncertainty. The materials are a means to a decision and an action, not the output in themselves.
2. Run the day-to-day delivery rhythm
Work with the Senior Transformation Strategist to turn a diagnostic into a practical roadmap: what starts now, what waits, which decisions an agent can make, which controls stay and who needs to own each step.
Run the weekly operating cadence with customer teams: prepare working sessions, maintain actions and decisions, follow commitments through and surface blockers early. Make sure the new process is clear enough for people to use. Work side by side with Forward Deployed Engineers as the solution moves into the live operation, keeping business needs, technical delivery and customer adoption joined up.
3. Build the evidence for impact
Help lock the baseline, target and measurement window before implementation. Track progress, investigate misses and turn the result into evidence a CFO and an operating team can trust.
You will not be asked to own commercial negotiations or the most senior stakeholder relationship alone. You will be expected to build the analysis, materials and follow-through that make those conversations productive—and to own relationships with the customer team at the working level.