Six Sigma Black Belt, Business Process Excellence (Remote)

Who You Are

You are an experienced Six Sigma Black Belt and Business Process Excellence leader with strong expertise in Lean Six Sigma, process improvement, systems governance, automation, and business transformation. You can analyze complex processes, systems, data, and controls, then translate your findings into practical solutions that improve efficiency, reduce risk, and deliver measurable results.

You are a strategic and collaborative leader who can influence stakeholders, facilitate cross-functional initiatives, communicate with both technical and non-technical audiences, and guide organizations through change. You connect business strategy, people, processes, technology, and performance metrics to build sustainable improvements and a culture of continuous improvement.

About The Role

We are seeking an experienced Six Sigma Black Belt to lead organization-wide process clarity, operational improvement, systems governance, and strategic execution. This role will partner closely with business leaders, Finance, Technology, and functional teams to improve end-to-end performance across people, process, systems, data, reporting, controls, and automation.

The ideal candidate is not newly certified. They should bring deep Lean Six Sigma experience, strong business and systems judgment, excellent facilitation skills, and the ability to communicate complex topics clearly to different audiences. This person must be able to turn analysis into practical recommendations, present confidently, influence stakeholders, and gain buy-in for change across departments and leadership levels.

Must be based in the United States.

Other responsibilities include:
Core Process Improvement Responsibilities

• Create clarity around organizational roles, responsibilities, decision rights, process ownership, system ownership, data ownership, and cross-functional handoffs.
• Lead strategic business initiatives from discovery through implementation, with clear scope, ownership, milestones, risks, dependencies, adoption plans, and measurable outcomes.
• Map current-state and future-state business processes end to end, including quote-to-cash, hello-to-cash, service delivery, procurement, fulfillment, and supporting financial workflows.
• Document process handoffs, dependencies, systems, data, controls, bottlenecks, rework loops, failure points, and customer or employee impacts.
• Use Lean Six Sigma methods and process data to identify root causes and reduce unnecessary handoffs, duplication, cycle time, waste, rework, and operational complexity.
• Facilitate cross-functional workshops, process reviews, root-cause analysis sessions, Kaizen events, and improvement planning.
• Develop business cases, recommendations, implementation plans, dashboards, and control plans that sustain measurable gains.
• Build alignment and support adoption by translating complex findings into clear recommendations for executive, technical, operational, and non-technical audiences.

Enterprise Application Portfolio And Architecture

• Document the enterprise application portfolio, including each application's purpose, supported business capabilities, business owner, technical owner, data owner, lifecycle status, criticality, and key dependencies.
• Create and maintain current-state and future-state application, integration, and data-flow diagrams that make system relationships understandable to business and technical stakeholders.
• Document system integrations and interfaces, including sources and targets, data exchanged, APIs, middleware, scheduled jobs, file transfers, manual imports or exports, frequency, ownership, controls, exception handling, and reporting dependencies.
• Maintain documentation standards, review cycles, and ownership expectations so process, application, integration, and automation records remain current and usable.
• Identify overlapping capabilities, aging applications, unsupported workarounds, control gaps, and opportunities to simplify or rationalize the portfolio.
• Develop a prioritized application and integration roadmap aligned to business strategy, operational risk, user needs, and measurable value.

Systems Governance And Change Impact

• Establish and chair a cross-functional Systems Governance Board with a clear charter, membership, meeting cadence, decision rights, escalation paths, and accountability for approved actions.
• Implement a consistent intake, scoring, review, prioritization, approval, and documentation process for new applications, enhancements, integrations, automations, data changes, and reporting changes.
• Define minimum documentation standards for business requirements, process changes, solution design, ownership, controls, testing, release readiness, support, and post-implementation review.
• Evaluate downstream impacts before changes are approved, including impacts to business processes, connected systems, data flows, integrations, automations, reporting, financial and operational controls, security, compliance, customers, and users.
• Ensure approved changes are reflected in application inventories, integration maps, process documentation, controls, operating procedures, and support materials.
• Use change complexity, risk, audience, and business impact to recommend the level of communication, training, job aids, manager reinforcement, and readiness support required for adoption.
• Track governance decisions, conditions, owners, target dates, realized benefits, unresolved risks, and lessons learned through implementation.

Automation Inventory And Roadmap

• Build and maintain an enterprise inventory of workflow automations, bots, RPA solutions, APIs, AI-enabled processes, scheduled jobs, scripts, and material manual workarounds.
• Document each automation's purpose, process and system dependencies, owner, users, trigger, frequency, exception path, controls, support model, value, technical debt, and operational risk.
• Assist with assessment of automation opportunities using value, feasibility, risk, scalability, control requirements, and ongoing support effort, then maintain a prioritized automation roadmap.
• Partner with process and technology owners to retire redundant automations, strengthen controls, and confirm that implemented automations deliver the intended outcomes.

Mergers And Acquisitions Support

• Support technology and operational due diligence for potential acquisitions by evaluating application portfolios, integrations, automations, data, reporting, controls, business processes, ownership, contracts, technical debt, and key risks.
• Assess application overlap, capability gaps, redundancy, scalability, supportability, integration complexity, and rationalization opportunities across the acquiring and target companies.
• Develop future-state application, data, process, and integration recommendations with sequencing, dependencies, decision points, resource needs, risks, and transition requirements.
• Partner with Integration Management Office, functional, Finance, and Technology leaders to create and execute repeatable post-acquisition integration and application rationalization plans.

EBITDA Aligned Performance Management

• Partner with Finance and department leaders to define a KPI framework that connects company priorities and EBITDA drivers to department, team, process, and role-level performance.
• Define leading and lagging indicators with clear formulas, baselines, targets, data sources, owners, reporting frequency, decision thresholds, and validation methods.
• Develop role-based scorecards and measurement plans that connect day-to-day behaviors and process outcomes to revenue, gross margin, cost, productivity, quality, and risk.
• Establish benefit tracking that distinguishes projected, validated, realized, and sustained financial impact, with Finance validation where appropriate.
• Analyze performance trends, identify root causes, recommend corrective actions, and report progress and realized impact to leaders and governance forums.

Continuous Improvement Culture And Yellow Belt Program

• Develop and implement an organization-wide continuous improvement strategy, project portfolio, operating cadence, and recognition approach.
• Design a practical Six Sigma Yellow Belt curriculum for end users, including learning objectives, modular lessons, examples, exercises, knowledge checks, assessments, certification criteria, and refresher content.
• Package and launch the Yellow Belt program in the company's LMS in partnership with learning and business leaders, with accessible content, completion tracking, version control, and learner feedback.
• Create facilitator guides, manager coaching materials, job aids, project templates, and communications that help employees apply the methods in their daily work.
• Coach Yellow Belts, Green Belts, project sponsors, and process owners; help teams select appropriately scoped improvement opportunities and sustain results.
• Measure program participation, completion, application, project outcomes, adoption, and validated business impact, then improve the curriculum based on evidence and feedback.
• Complete ongoing security awareness training and comply with company policies.
• Identify and escalate security risks to the appropriate Executive Leadership Team member and actively contribute to remediation efforts.
• Other duties as assigned.

Desired skills and experience:

• Certified Six Sigma Black Belt with verifiable through the online certification database issued by IASCC or ASQ.
• Minimum 7 years of experience in process improvement, operational excellence, business transformation, or related roles.
• Minimum 5 years of hands-on experience operating as a Six Sigma Black Belt or Master Black Belt in a related industry.
• Demonstrated experience leading cross-functional Lean Six Sigma improvement initiatives from assessment through implementation, adoption, and control.
• Strong experience mapping complex end-to-end processes, system integrations, data flows, reporting dependencies, controls, and ownership across business and technology teams.
• Experience establishing or operating cross-functional governance, change review, portfolio prioritization, or architecture decision forums.
• Ability to assess downstream system, data, reporting, integration, automation, control, and user impacts before changes are implemented.
• Experience developing KPI definitions, measurement frameworks, scorecards, and financial benefit tracking in partnership with Finance and business leaders.
• Ability to simplify complex concepts and communicate them clearly to technical, operational, executive, and non-technical audiences.
• Strong executive presentation, facilitation, stakeholder management, influencing, and change leadership skills, including the ability to address resistance and gain buy-in.
• Strong analytical judgment and the ability to balance business value, customer experience, risk, control, feasibility, and capacity.
• Experience building RACI models, SIPOCs, value stream maps, process taxonomies, control plans, capability maps, and current-state or future-state architecture diagrams.
• Experience supporting M&A technology due diligence, operational assessment, application rationalization, or post-acquisition integration planning.

Desired skills and experience:

• Experience owning or rationalizing an enterprise application portfolio and maintaining application, integration, data-flow, or automation inventories.
• Experience designing adult learning, Lean Six Sigma, or continuous improvement curriculum for an LMS, including assessments and certification paths.
• Experience working with value-added resellers, VARs, IT solutions providers, distributors, managed services, or similar channel-based businesses.
• Experience with hello-to-cash, order-to-cash, sales operations, procurement, fulfillment, service delivery, finance, or customer lifecycle processes.
• Familiarity with CRM, ERP, PSA, CPQ, business intelligence, integration platforms, workflow tools, RPA, bots, APIs, AI-enabled automation, and data governance.

Success In This Role Looks Like

• Core processes, applications, integrations, automations, data flows, and ownership are documented, governed, current, and accessible to the people who need them.
• The Systems Governance Board makes timely, transparent decisions using consistent standards and complete downstream impact assessments.
• Significant system changes include appropriate documentation, controls, testing, communication, training, and post-implementation review.
• The application and automation roadmaps reduce redundancy, unmanaged risk, manual effort, and operational complexity while improving scalability.
• Acquisition evaluations and integration plans surface material technology and process risks early and guide practical application rationalization decisions.
• Departments and roles use trusted KPIs with clear ownership, baselines, targets, and line of sight to EBITDA drivers.
• Improvement benefits are validated, realized, sustained, and reported with Finance and business owners.
• The Yellow Belt program is launched through the LMS, completed by target audiences, and applied to real improvement opportunities.
• Leaders and employees increasingly use a shared improvement method, make decisions with data, and sustain a practical culture of continuous improvement.
• Business partners view this role as a credible, practical leader who connects strategy, process, systems, people, and measurable results.