The Role

The VP, Transformation is accountable for improving the efficiency of how the company operates across every function: right-sizing the workforce, rationalizing the vendor and systems portfolio, simplifying processes, and deploying automation and AI where they reduce cost or replace manual work. The goal is not a restructuring exercise with a defined end date. It is a permanent internal capability that makes Infillion structurally more competitive year over year, freeing capital to fund growth rather than sustain overhead.

Comparable advertising technology companies at this revenue scale operate with materially lower cost structures relative to their output. Closing that gap is the job.

Core Responsibilities

Operational efficiency analysis and delivery

Assess how work is performed across each function and evaluate it against what comparable businesses in the advertising technology sector operate with. Where the gap is material, build the case and execute the change. Four levers: automation and AI deployment, workforce geography optimization, vendor consolidation, and process elimination. Every recommendation is costed, timed, risk-rated, and assigned a named owner. Every realized outcome is validated independently by Finance.

Workforce structure and labor optimization

Identify where functions are staffed above the level required to produce their output, where work is being performed at a cost premium that an alternative model would reduce, and where automation or AI has created the conditions for a structural change. Develop the recommendation with a complete financial case. The decision and execution belong to People Operations and line leadership; the analysis, the business case, and the follow-through belong here.

Vendor and systems rationalization

The company carries a large and partially redundant portfolio of third-party systems and vendor relationships. Bring it to an actionable state: named owners, contract terms, renewal timelines, total cost of ownership, and category consolidation opportunities. Identify where the company is paying for redundancy, where vendor leverage exists, and where substitution or elimination is the better path.

Capital efficiency benchmarking

Define what operational efficiency parity looks like against comparable advertising technology companies, by function and at the company level. Build a prioritized plan to close the gap. Track it against fully-loaded cost rather than headcount, since headcount is a poor proxy for the decisions that actually move cost.

Execution ownership

Identifying an opportunity is not a deliverable. The gap between what was identified and what was realized is tracked quarterly, by function, and reported to leadership. Savings are not credited until Finance attests to them. The role owns that path end to end.

Qualifications and Profile

This is a financial and operational role. The right person reads a P&L unaided, has built and defended business cases that have survived Finance review, and has operated something rather than only advised on it. The team's credibility rests entirely on the quality of its analysis in the room where it is challenged.

Background: consulting experience with a documented track record of converting recommendations into realized outcomes; financial literacy; process orientation; technical fluency sufficient to evaluate AI and automation as real levers, not gestures. Comfortable building trust inside a function and equally comfortable delivering an uncomfortable finding to senior leadership without softening it.

Specifically

• Has built Finance-approved business cases: savings number, one-time cost, timeline to realize, and a named owner for each.
• Has converted process analysis into realized savings. The record shows what was identified, what was piloted, what was adopted, and what the outcome was.
• Has stood up at least one operational change and handed it back to the process owner with documented procedure. The pattern of an identified opportunity that dissolved without result is the failure mode this role exists to prevent.
• Has sufficient technical depth to evaluate where AI or automation is the right lever versus where it is a distraction.
• European operational experience is relevant. Workforce law, regulatory constraints, and the practical levers available differ materially from US assumptions, and the EU business represents a significant portion of revenue with limited cost visibility today.

The profile that does not fit this role

• Strong process documentation skills without a demonstrated ability to convert findings into realized savings.
• A change management orientation that defaults to preserving continuity rather than rethinking the work. Transformation produces a different organization, not a smoother path to the same one.
• Political caution that limits the ability to deliver an honest assessment to a function leader. This role requires the standing to be direct and the judgment to make it useful.

The Opportunity

This is not a consulting engagement with an exit date. Infillion is an acquisition-driven business and the efficiency problem recurs with every transaction. Rather than renting the same analysis from the outside at each inflection point, the company is building this capability internally. The person in this role builds the function, owns the methodology, and carries it forward.

The EU operation carries significant revenue with the least cost visibility in the business. Workforce law in that region makes certain levers faster than they would be in the US, and the potential is material for a candidate who knows how to work in that environment.

Reporting and Structure

Reports to the Chief Operating Officer. The team is deliberately small and pulls subject-matter expertise from each function under examination on a time-limited, mutually agreed basis. The EU operation has a dedicated transformation lead. All savings, Americas and EU, are attested by Corporate FP&A rather than self-certified by the teams reporting them.

Cost allocation: proportionate by revenue across the company.