Job Description

Since 1869, we've connected people through food they love. We’re proud to be stewards of amazing brands that people trust. Our portfolio includes the iconic Campbell’s brand, as well as Cape Cod, Chunky, Goldfish, Kettle Brand, Lance, Late July, Pacific Foods, Pepperidge Farm, Prego, Pace, Rao’s Homemade, Snack Factory, Snyder’s of Hanover. Swanson, and V8.

Here, you will make a difference every day. You will be supported to build a rewarding career with opportunities to grow, innovate and inspire. Make history with us.

The VP, Process Excellence & Service Strategy is the enterprise leader accountable for identifying, prioritizing, and delivering step-change improvements in business performance across end-to-end processes. This role combines transformation leadership with direct execution accountability, deploying targeted, cross-functional interventions to rapidly close performance gaps, resolve bottlenecks, and unlock measurable value where traditional approaches have stalled.

The leader will build a durable capability that consistently delivers outcomes across cost, cycle time, quality, controls, and service experience by leveraging a full set of improvement levers, including:

• Lean process simplification and standardization

• Digitization and automation

• Service delivery model optimization (retain, shared services, managed services/BPO, captive/GCC)

• Governance, decision-making, and value realization

This role acts as both a strategic architect and hands-on operator, ensuring initiatives translate into sustained business results through rigorous execution, clear accountability, and disciplined follow-through.

Key Responsibilities

1) Enterprise Process Improvement Strategy & Value Pipeline

• Define and lead the enterprise process improvement strategy, including where to focus, how value is measured, and how improvements scale across functions.

• Build and manage a transparent, prioritized pipeline of opportunities derived from diagnostics, benchmarking, process mining, control insights, and frontline input.

• Ensure all initiatives are framed around end-to-end process outcomes and business impact, not siloed functional activity.

2) Rapid Performance Acceleration & Cross-Functional Interventions

• Lead targeted, cross-functional interventions to address the enterprise's highest-priority performance gaps, value leakage, and operational bottlenecks.

• Mobilize small, high-caliber teams to rapidly diagnose issues, align stakeholders, and deliver measurable results on compressed timelines.

• Establish and standardize a repeatable execution model, including:

• Clear problem definition and success metrics tied to business outcomes

• Rapid diagnostic and root cause identification

• Defined decision rights and escalation paths

• Short-cycle execution plans with visible progress tracking

• Regular executive reviews to drive decisions and remove constraints

• Maintain end-to-end accountability for sprint results, ensuring that solutions are implemented, adopted, and sustained. Sustainable outcome is transitioned back to the accountable business owner.

3) Lean Process Design & Standardization

• Lead enterprise efforts to simplify, standardize, and redesign processes to remove waste, reduce handoffs, clarify roles and decision rights, and improve speed and quality.

• Deploy practical Lean methodologies (value stream mapping, standard work, visual management, root cause problem solving) to drive measurable operational improvement.

• Establish process ownership, performance metrics, and management routines to sustain gains and prevent regression.

4) Digitization, Automation & Intelligent Operations

• Partner with Technology and Digital teams to implement workflow, automation, and AI-enabled solutions that reduce manual effort and improve control and user experience.

• Maintain a disciplined "simplify first, then automate" approach to ensure technology investments deliver meaningful value.

• Define and track clear performance metrics (e.g., touchless rates, cycle time, exception rates, control adherence).

5) Service Delivery Model Optimization

• Own the enterprise framework for determining how work should be performed across retained teams, shared services, managed services/BPO, or captive/GCC models.

• Lead evaluation, design, and implementation of service delivery changes, ensuring alignment with business priorities, risk considerations, and economics.

• Where applicable, lead the end-to-end sourcing lifecycle in close partnership with Procurement, Legal, Finance, HR, and IT.

6) Governance, Decision Velocity & Value Realization

• Design and operate a governance model that enables speed, clarity, and accountability in decision-making.

• Establish clear decision rights, escalation paths, and execution cadence to resolve issues within days—not weeks.

• Implement rigorous business case discipline and benefits tracking, with clear linkage to financial and operational outcomes.

• Partner with Finance to validate and track realized value versus plan.

7) Transition, Adoption & Change Leadership

• Lead mobilization and transition of major initiatives, including operating model changes, process redesigns, and technology deployments.

• Ensure adoption through clear communication of the "why," clarity of roles and expectations, and improved frontline experience.

• Drive stabilization and sustainment to ensure improvements are durable and embedded in daily operations.

8) Organization & Capability Development

• Build and lead a high-performing team with capabilities spanning process excellence, analytics, automation enablement, service strategy, and change leadership.

• Establish scalable ways of working, standard methodologies, and a strong talent pipeline.

• Foster a culture of ownership, urgency, and continuous improvement.

Qualifications

Required

• 12–15+ years of experience in transformation, operations, shared services/GBS, consulting, or large-scale process improvement

• Proven track record delivering measurable results using multiple levers (process redesign, digitization, operating model changes)

• Demonstrated ability to lead cross-functional initiatives and drive decisions in complex environments

• Strong analytical capability with ability to translate data into actionable insights and outcomes

• Experience driving initiatives with direct accountability for results, not just advisory influence

Preferred

• Experience with managed services/BPO sourcing, governance, and value realization

• Experience designing or operating shared services or captive/GCC models

• Background in CPG, manufacturing, or complex operations environments

Leadership Profile

• Accountability-driven operator with strong bias for action

• Structured problem solver who thrives in ambiguity

• Results-oriented with focus on measurable value delivery

• Influential leader who can align and mobilize cross-functional stakeholders

• Resilient and adaptable, able to drive outcomes in complex environments

Success Measures

• Within 12–24 months, success looks like:

• A sustained, prioritized enterprise improvement roadmap with clear ownership and measurable value

• Tangible improvements in cost, cycle time, quality, controls, and service experience

• Demonstrated ability to rapidly resolve critical cross-functional performance gaps through targeted interventions

• Increased decision velocity and reduced time to implement improvements

• Digitization outcomes that improve efficiency, compliance, and user experience

• Clear, validated financial impact with benefits tracked and realized

• Durable governance and execution rhythms that sustain performance over time

The Company is committed to providing equal opportunity for employees and qualified applicants in all aspects of the employment relationship, including consideration for employment, without regard to race, color, sex, sexual orientation, gender identity, national origin, citizenship, marital status, protected veteran status, disability, age, religion, or any other classification protected by law.