POSITION SUMMARY

The VP, HR Technology, Transformation & Insights sets the strategic direction and business case for the technology and analytical backbone of the HR function during a pivotal period of enterprise transformation. This role co-owns the vision, roadmap, and outcomes for the large-scale HRIS (Workday) implementation, in partnership with GTO's VP, Corporate Applications, and defines the workforce planning, people analytics, and reporting agenda that gives the CHRO, ELT, and Board a real-time, credible view of the organization's human capital.

This is a strategy and governance role: the incumbent translates a still-evolving HR operating model into a technology and data vision that is scalable, well-governed, and directly supports the company's turnaround narrative — from headcount governance and spans-and-layers reporting to succession planning tools and Board-level human capital metrics. Day-to-day HRIS configuration, workflows, and delivery execution sit with the Director, HR Systems & Analytics, who reports into this role; the VP owns direction, prioritization, executive sponsorship, and accountability for outcomes. The role also operates in close, ongoing partnership with GTO on system architecture, security, and infrastructure, and with the enterprise data governance and AI governance functions on data and AI matters affecting employee data.

KEY RESPONSIBILITIES

HRIS Strategy & Co-Ownership

• Set the strategic direction, business case, and success criteria for the enterprise Workday implementation, co-owning outcomes and executive accountability with GTO's VP, Corporate Applications, while the Director, HR Systems & Analytics leads day-to-day design, configuration, and delivery. Shape module sequencing and prioritization (core HR, compensation, talent, reporting) in partnership with IT, Finance, and external implementation partners, aligned to business priorities and the broader HR operating model.
• Own post-implementation governance strategy jointly with GTO: system ownership model, data stewardship principles, change-control philosophy, and the roadmap for future functionality (e.g., succession, learning, workforce planning modules).
• Set the requirements and standards ensuring the platform supports both shoreside and shipboard workforce structures, including the ship-to-shore data model and MLC-governed crew considerations where relevant.
• Sponsor and set the strategy for Business Change Management & Adoption of Workday, recognizing its enterprise-wide impact beyond HR — engaging functional and business unit leaders on adoption, training, and communication across the organization.

Workforce Planning & People Analytics

• Define the enterprise workforce planning agenda — headcount forecasting, spans-and-layers analysis, org design scenario modeling — in support of the Headcount Review Committee and broader turnaround cost discipline.
• Set the vision for a people analytics function that delivers self-service dashboards and executive-ready insight, replacing ad hoc, manually assembled reporting.
• Own recurring human capital reporting for the CHRO, ELT, and Board subcommittee, including performance management outcomes, attrition, span-of-control, and workforce composition metrics.
• Partner with Total Rewards and Talent Acquisition COEs to ensure compensation, performance, and hiring data feed a single, trusted analytics layer.

Technology Strategy & Transformation

• Co-own the multi-year HR technology roadmap with GTO's VP, Corporate Applications, ensuring platform decisions are scalable, cost-disciplined, and aligned to the company's broader digital transformation agenda.
• Set the strategy for evaluating and integrating adjacent HR technology (recruitment, learning, engagement survey, GBS/BPO-facing tools) into a coherent ecosystem anchored by Workday.
• Sponsor technology-enabled process transformation across HR — setting direction to automate manual workflows, retire legacy tools, and reduce reliance on offline spreadsheets and shadow systems.
• Serve as HR's representative in the enterprise AI governance process and route any AI or workforce-technology tooling that touches employee data through that process for review and approval — shaping HR's point of view on emerging AI and workforce-technology capabilities within that governance framework, including in GBS/BPO contexts.

Governance, Data Integrity & Risk

• Own accountability for applying NCLH's enterprise data governance framework at the HR systems level, setting standards for accuracy, security, and appropriate access controls across shoreside and shipboard populations.
• Partner with Legal and Compliance on data privacy requirements across jurisdictions relevant to NCLH's global workforce.
• Support board-level human capital disclosure requirements with clean, auditable, well-documented data pipelines.

Security & Access Controls

• Given the sensitivity of HRIS data, accountability is shared with GTO at the HR-system level as follows:
• HR Technology VP — accountable/responsible for HR data access policy, role design within HR systems, privacy requirements, and approval of access models.
• Corporate Applications VP (GTO) — accountable/responsible for security architecture, access administration, technical controls, monitoring, and compliance.

Team Leadership

• Lead a small strategy, analytics, and transformation program management team, with the Director, HR Systems & Analytics reporting into this role to own operational HRIS delivery, configuration, and daily system administration — partnering with GTO's Corporate Applications team on infrastructure administration to avoid duplicative or conflicting support models.
• Model the company's core behaviors (collaboration, urgency, accountability, ownership, adaptability) in leading the function through significant change.

QUALIFICATIONS

Required:

• 12+ years of progressive HR technology, HRIS, or people analytics leadership experience, including setting strategy and executive accountability for at least one large-scale HRIS implementation (Workday strongly preferred); experience directing the work through a strong delivery/execution leader rather than running configuration personally.
• Demonstrated experience setting the vision and roadmap for a workforce planning and people analytics capability, from a limited or fragmented starting point.
• Strong data fluency and executive presence, including the ability to translate complex workforce data into a compelling strategic narrative for senior stakeholders.
• Experience partnering with CHRO/ELT-level stakeholders and presenting human capital data to a Board or Board subcommittee.
• Track record of leading cross-functional technology strategy involving IT, Finance, and external implementation partners, including shared ownership/governance models with an enterprise IT function.

Preferred:

• Experience with multi-brand, multi-entity organizations spanning both office-based and operational/frontline workforces.
• Hospitality, cruise, maritime, or other complex operational-industry experience.
• Familiarity with GBS/BPO transformation and the data/governance considerations of outsourced HR service delivery.
• Experience operating within a company undergoing a public turnaround or transformation.

SUCCESS MEASURES

• On-time, on-budget delivery of the Workday implementation against the strategy and business case this role set, in partnership with GTO, with clean data migration and minimal post-go-live disruption.
• Establishment of self-service workforce analytics adopted by ELT and HRBP leadership, reducing manual reporting cycles.
• Reliable, audit-ready human capital reporting delivered on a consistent Board subcommittee cadence.
• Measurable reduction in manual/offline HR processes as workflows move onto the platform.
• Demonstrated data integrity and governance maturity across shoreside and shipboard HR systems, consistent with enterprise data governance and AI governance standards.
• Effective business-wide change management and adoption of Workday, evidenced by cross-functional engagement beyond HR.