Change Management and Training Lead in at Service Logic

Owns adoption across approximately sixty operating companies and five thousand technicians. Field rollouts fail on people rather than technology, and a technician who does not use the platform correctly produces the same business outcome as a platform that does not work.

The role exists to make readiness an evidenced condition of go-live rather than an assumption, and to own training for a workforce that is overwhelmingly deskless and distributed.

Key Responsibilities

• Own the change management strategy and the per-wave change plan across ERP and FSM
• Conduct change impact assessment by operating company and by role, covering technicians, dispatch, service management, back office and finance
• Own the training curriculum: role-based, designed for a largely deskless technician population
• Coordinate training delivery with systems integrator trainers and internal subject matter experts; track attendance and certify competence before go-live
• Establish and run the super-user network, with named super-users per operating company trained ahead of their wave
• Own the operating company readiness assessment and the checklist that gates go-live
• Own post-go-live adoption tracking and intervene where usage diverges from expectation
• Manage resistance at operating company leadership level and escalate adoption failure as a program issue
• Direct the content requirements the Communications Analyst produces, without line management of the role
• Capture lessons learned between waves and ensure they are visibly applied to the next

Decision Rights

• Declares an operating company ready or not ready on people and training grounds
• Approves the training curriculum and the certification standard
• Escalates an adoption failure as a program issue capable of pausing a wave or redirecting resources for re-training or process remediation

How Success Is Measured

• No operating company goes live without a completed and evidenced readiness checklist
• Adoption measured per operating company after go-live rather than assumed
• Support volume attributable to training gaps declines across successive waves
• Super-user network staffed and certified ahead of each wave, not during it
• There are other pieces as well – collaboration w/SI, leadership, communication team, alignment of resources to new jobs, work flow and results, etc.

Key Interfaces

VP of Transformation; operating company leadership and super-users; VP of Integrations; Transformation Project Manager on readiness gate criteria and wave scheduling; systems integrator training teams for both platforms; Human Resources; and the Communications Analyst, who produces communications and supports training content but reports elsewhere.

• Eight to twelve years in change management, organizational effectiveness or transformation delivery
• At least one enterprise system implementation (e.g. ERP, FSM, WMS, EAM) that changed daily frontline working practice for a company greater than $2B in revenue
• Training curriculum design and delivery for a distributed, non-desk workforce
• Multi-site rollout experience in excess of 10 sites and over 4000 employees, operating across many business units rather than one
• Strong writing and facilitation, with range to address both a technician and a chief financial officer
• Willingness to travel to operating company sites through wave deployment

Preferred

• Prosci or equivalent change management certification
• Field service, trades, construction or another deskless workforce environment
• Familiarity with field service management platforms in a service business
• Post-acquisition integration experience in a roll-up
• Mobile adoption and in-application enablement experience