Strategic Context: The 2035 Enterprise Hoshin

Everything this role does ladders to four non-negotiable breakthrough objectives for 2035. The leader ensures every transformation project is explicitly connected to — and measured against — these outcomes.2035 Breakthrough Objective

How This Role Advances It

Zero major safety events

Embeds safety-by-design into every reimagined process; ensures productivity gains never compromise EHS; frames each Hoshin project with a safety moment and Life-Saving Rules.

Zero major quality events

Links productivity to quality-at-source; ties NVA-hour reduction to First Pass Yield and zero-defect standard work so speed and quality move together.

50% lead-time reduction

Prioritizes cross-value-stream value objects and targets meaningful lead-time reduction as the clearest indicator of value creation (Bain 2.0 criterion).

30% cost-out

Scales sustainable productivity from ~9% YoY toward ~30% via the Value Object–Value Stream method and AI-first process re-imagination — productivity that is structural, not one-time cost-cutting.

Key Responsibilities

1. Enterprise Hoshin Leadership (Project Team Leader)

• Own the Hoshin system:  Own the enterprise Hoshin Kanri system — X-matrix, catchball, and TTI bowlers — cascading the 2035 breakthrough objectives into annual and quarterly Time-to-Improve (TTI) targets across all Business Lines and functions.

• Lead the project teams:  Charter, staff, and lead cross-functional Hoshin project teams; facilitate Hoshin Weeks, Kaizen events, and monthly TTI MORs, running deep dives when a TTI turns red or trends down.

• Institutionalize sustainment:  Establish the Say-Do ownership and Level-2 KPIs that sustain results after projects close, ensuring productivity is booked into budget and does not leak.

• Drive One Team horizontality:  Serve as the single connective tissue that prevents localized optimization and drives one standardized method across the enterprise.

2. Transformation Office Leadership (Sustainable Productivity 2.0)

• Own the transformation agenda:  Run the Transformation Office as the enterprise engine for Sustainable Productivity 2.0, expanding scope beyond FPC Engineering into R&D, OTR, Sourcing, GSC, Finance, HR, and Legal.

• Shift to value streams:  Move the enterprise from a by-function to a by-value-stream operating model, prioritizing value objects that cut across multiple value streams to unlock enterprise-wide (not local) impact.

• Deploy the SP method:  Apply the Value Object–Value Stream method (SIPOC, PQ/PR, 5-Star Build, standard hours per unit) to quantify NVA hours and convert them into productivity and lead-time gains.

• Create lighthouses:  Identify and stand up lighthouse processes (e.g., S&IOP) that demonstrate end-to-end value-stream impact and become the template for scaling.

3. AI-First Process Re-Imagination

• Reimagine with AI:  Lead the AI-first process redesign in partnership with IT and functional leaders, transitioning from reactive workflows to predictive, agentic AI-driven operations targeting 25–30%+ efficiency gains in target processes.

• Sequence disciplined:  Apply the “Eliminate, Standardize, Automate” playbook — in that order — standardizing and streamlining before automating and adding AI.

• Scale AI capability:  Deploy a Kaizen AI Ambassador network and embed agentic AI on standardized workflows to replace manual, repetitive touchpoints.

• Leverage partners:  Manage the external transformation partner (Bain) to inject benchmarking and accelerate the pace of reimagining the future.

4. Governance, Performance & Culture

• Govern with data:  Establish data-driven governance tracking the ROI of transformation initiatives — cost-out, lead-time reduction, quality, and NVA-hour productivity — with a compelling CEO/ELT narrative that proves capability-building, not just cost reduction.

• Build consensus:  Build coalitions across senior leadership with competing priorities, positioning transformation as competitive advantage rather than a cost exercise.

• Shape the culture:  Serve as chief architect of the enterprise Productivity Mindset, leading the cultural shift to a high-velocity, automated, outcome-oriented organization.

Success Criteria (First 24–36 Months)

•  Enterprise TTI bowlers on track: 100% of 2027 and 50% of 2028 productivity pipeline identified and connected to budget.

•  A credible roadmap from ~9% YoY toward ~30% productivity, evidenced by delivered lead-time reductions (e.g., 25–30% on NPI programs).

•  2–3 lighthouse value streams reimagined end-to-end with AI-first standard work and quantified NVA-hour savings.

•  Sustainable Productivity 2.0 scaled across all Business Lines and G&A functions with a single standardized method and governance cadence.

•  Zero safety and zero major quality regressions attributable to transformation — productivity and SQDC advancing together.

Qualifications

Required Experience & Skills

•  10–15+ years leading large-scale organizations and driving industrial or technical enterprise transformations in complex environments.

•  Demonstrated expertise in Lean methodologies, Hoshin Kanri planning, agile project management, and large-scale digital transformation.

•  Proven ability to manage large-scale productivity programs (lean manufacturing, Hoshin) and translate them into G&A / Corporate environments.

•  Proven ability to influence executive stakeholders without direct authority; exceptional communication translating complex technical shifts for non-technical audiences.

Desired Characteristics

•  Technical Fluency: deep understanding of AI-first operating models, agentic AI, ERP consolidation, and integrating automated workflows into legacy environments.

•  Systems Thinking: sees the interconnected nature of functions and minimizes departmental silos across value streams.

•  Process Excellence: deep command of process mapping, value-stream mapping, and continuous-improvement cycles.

•  Data Literacy: translates operational data (NVA hours, cycle time, FPY) into strategic insight for senior leadership.

•  Influence & Mindset: leads through change in high-pressure, “risk-on” segments with a strong bias for action and a track record of results in ambiguous, restructuring environments.

For candidates applying to a U.S. based position, the pay range for this position is between $232,000 and $319,000. The specific pay offered may be influenced by a variety of factors, including the candidate’s experience, education, and skill set.  

Bonus eligibility: discretionary annual bonus

This posting is expected to remain open for at least seven days after it was posted on 10/1/26.

Available benefits include medical, dental, vision, and prescription drug coverage; access to Health Coach from GE Vernova, a 24/7 nurse-based resource; and access to the Employee Assistance Program, providing 24/7 confidential assessment, counseling and referral services. Retirement benefits include the GE Vernova Retirement Savings Plan, a tax-advantaged 401(k) savings opportunity with company matching contributions and company retirement contributions, as well as access to Fidelity Executive Services. Other benefits include tuition assistance, adoption assistance, paid parental leave, disability benefits, life insurance, 12 paid holidays, and permissive time off, and the Restoration Plan, a nonqualified plan with company credits on eligible pay above IRS limits. 

GE Vernova Inc. or its affiliates (collectively or individually, “GE Vernova”) sponsor certain employee benefit plans or programs GE Vernova reserves the right to terminate, amend, suspend, replace, or modify its benefit plans and programs at any time and for any reason, in its sole discretion. No individual has a vested right to any benefit under a GE Vernova welfare benefit plan or program. This document does not create a contract of employment with any individual.