Head of Business Transformation - EMEA

About the company

Infillion is a multi-platform advertising technology company operating across the Americas and Europe, with a distributed workforce and an active acquisition history.

Growth through acquisition creates real advantages and real complexity: overlapping systems, parallel processes, and ways of working that made sense at one scale and need to be redesigned for the next.

The VP, Transformation builds and leads Infillion’s internal capability for operational design.

The mandate is to make the company work better as it grows: simpler processes, a rationalized technology and vendor portfolio, thoughtful deployment of automation and AI, and organizational structures that fit the work being done.

The output is capital and capacity redirected from overhead into growth.

This is a permanent capability rather than a time-boxed project.

Infillion is choosing to build this expertise in-house instead of renting it, which means the person in this seat defines the methodology, sets the standard for how the work is done, and carries it forward across future integrations.

• What you will be responsible for
• Operational design and delivery.

Understand how work actually gets done across each function, benchmark it against what strong operators in the sector achieve, and lead the redesign where there is a meaningful opportunity.

Recommendations come costed, sequenced, risk-rated, and with a named owner.

Outcomes are validated independently by Finance rather than self-reported.

• Automation and AI deployment.

Identify where automation and AI genuinely change the economics or quality of a process, and where they are a distraction.

Build the case, run the pilot, and hand a working process back to its owner with documented procedure.

• Technology and vendor portfolio management.

Bring the third-party systems and vendor landscape into a clear, decision-ready state: owners, contract terms, renewal timelines, total cost of ownership, and consolidation opportunities by category.

Create the leverage that comes from knowing what the company actually buys.

• Organizational design.

Partner with People Operations and function leaders on how teams are structured, where work is best located across a global footprint, and how roles evolve as automation absorbs manual effort.

The analysis and business case sit with this role.

Decisions and execution sit with People Operations and line leadership.

• Efficiency benchmarking.

Define what strong operational performance looks like by function and at the company level, measured against fully loaded cost rather than headcount.

Maintain a prioritized plan and report progress against it quarterly.

• Follow-through. Identifying an opportunity is not the deliverable. This role owns the path from analysis to realized, Finance-attested outcome.
• The skills that matter
• Financial fluency. You read a P&L unaided and build business cases that hold up under Finance scrutiny: the number, the one-time cost, the timeline, the owner, the risk.
• Analytical rigor with operating instincts.

You have run something, not only advised on it.

Your credibility in this role rests on the quality of your analysis in the room where it gets challenged.

• Process and systems thinking. You can take a tangled, undocumented workflow and produce a clear picture of how it works, what it costs, and what it should look like instead.
• Technical judgment.

Enough depth to evaluate AI and automation on their merits, distinguish real leverage from noise, and hold a substantive conversation with engineering and product.

• Influence without authority.

You build genuine trust inside a function, and you can deliver a difficult finding to senior leadership clearly and constructively.

Both matter equally.

• Execution discipline. You close the loop. Your track record shows what was identified, what was piloted, what was adopted, and what it produced.
• Cross-border operating experience.

Experience operating in Europe is valuable.

Workforce law, regulatory constraints, and the practical options available differ materially from US assumptions, and the EU business is a significant part of Infillion.

• Consulting or transformation backgrounds are common paths into this work, and what distinguishes the right candidate is a documented record of converting recommendations into results rather than deliverables.
• Structure

Reports to the Chief Operating Officer.

The team is deliberately small and draws subject-matter expertise from each function on a time-limited, mutually agreed basis.

The EU operation has a dedicated transformation lead.

All realized outcomes, Americas and EU, are attested by Corporate FP&A.

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