Details:
Stefanini Group is hiring!
Stefanini is looking for a Transformation Program Manager (Order-to-Cash) in Chicago, IL (Hybrid)
For quick apply, please reach out to Madie Yu
Call: +1 248-728-6420 / Email: Madelaine.Yu@stefanini.com
Open for W2 candidates only!
Work Location
- Office location: 200 E Randolph St., Chicago, IL 60601 (Hybrid)
- Remote: Monday and Friday / Onsite: Tuesday, Wednesday, and Thursday: Candidates must be flexible to work between 7:30am and 6:00pm CST, with the most common schedule being 8:00am to 5:00pm CST.
- Work Location & Travel Location: Mexico City, Amsterdam, or Chicago
Responsibilities
Executive Summary: We are seeking an experienced Global Program Manager to bring multiple deductions initiatives together into one integrated, outcome-led program. The program spans three connected priorities: reducing incoming deductions, resolving deductions faster, and reducing financial leakage through improved recovery. This senior program leadership role will align global and regional stakeholders around one roadmap, governance model, and benefits framework, connecting process improvement, technology, data, policy, and organizational change.
About the Role: The Program Manager will own integrated planning, governance, delivery oversight, and benefits tracking for the global Deductions Program. You will turn initiatives at different stages of maturity into a coordinated execution plan with clear accountability, sequencing, dependencies, and resource requirements. Working across GBS, Finance, Sales, Customer Supply Chain, IT, data teams, and external partners, you will challenge fragmented approaches and enable timely decisions without relying on direct reporting authority. This is not a standalone IT project manager or deductions operations role: initiative owners remain accountable for their workstream delivery, functional decisions, and operational results, while you lead integration and drive delivery of agreed program outcomes. Global standards and regional deployment plans must reflect local requirements; North America-specific targets in the current program baseline must remain distinct from global commitments. schedule.
Key Responsibilities:
- Build and maintain one integrated program charter, roadmap, milestone plan, and critical path across deduction prevention, faster resolution, and leakage reduction; reconcile overlapping initiatives and dependencies rather than manage them as disconnected projects.
- Establish executive steering and cross-functional working governance, clear decision rights, named initiative owners, and disciplined risk, issue, dependency, and decision management; close ownership gaps and escalate decisions with options and business impact.
- Align global and regional leaders on program scope, priorities, operating-model changes, and measurable outcomes; secure resource commitments and resolve competing business and technology priorities through agreed governance.
- Integrate root-cause prevention efforts across pricing and allowances, quantity discrepancies, fees and fines, product master data, and system reason-code integrity, connecting Lean Six Sigma analysis with business-owned corrective actions.
- Coordinate technology and process delivery across HighRadius, Compass, and GFIN, including under-tolerance automation, the deduction resolution interface, Project Shield, and AI-enabled document parsing; integrate requirements, testing, release readiness, cutover, and stabilization with accountable delivery leads.
- Maintain an integrated view of business cases, budgets, capacity, vendor commitments, and delivery forecasts; recommend sequencing and scope trade-offs based on value, readiness, risk, and available resources, with changes approved through governance.
- Connect recovery policy, write-off controls, deduction playbooks, supply-chain validation, and third-party recovery activities into a coherent leakage-reduction plan, preserving functional approval authority and avoiding duplicate effort or double-counted benefits.
- Anticipate and manage cross-workstream risks, including interface failures, data quality, unresolved ownership, technology delays, operational capacity, and adoption readiness; drive mitigations and recovery plans with accountable owners.
- Provide concise, decision-ready executive reporting covering outcomes, benefits, milestones, financial outlook, dependencies, risks, and required interventions; partner with data teams to replace fragmented manual reporting with a trusted program performance view.
- Lead integrated change and deployment planning with regional and functional owners, covering standardized ways of working, Sales onboarding, training, business readiness, and operational handover; scale proven solutions while accommodating justified local requirements.
- Agree baselines, metric definitions, regional targets, and benefit owners with Finance and operational leaders; track incoming deduction ratio, resolution cycle time, automation, productivity, recovery, and leakage. Validate benefits against the approved baseline.
What Success Looks Like (First 1-3 Months):
- One approved program roadmap connects all three outcome pillars, with named initiative and benefit owners, agreed regional scope, resource commitments, and active dependency and decision management.
- Executive and working governance consistently resolve cross-functional trade-offs; ownership and reporting gaps are closed, and a trusted dashboard links delivery progress to validated financial and operational outcomes.
- Prioritized process, platform, integration, and data improvements are delivered against agreed milestones, with business readiness, effective controls, stable operations, and clear handover to accountable teams.
- Finance-validated results demonstrate progress against agreed regional baselines and targets for fewer incoming deductions, faster resolution, greater automation and productivity, and reduced leakage; proven improvements have a clear global scaling and adoption plan.