About this role
The Sr. Project Manager, ERP Transformation is responsible for leading Trinidad Benham's enterprise-wide ERP transformation program, overseeing the rollout of a custom-built ERP platform across 20+ facilities and business functions, including accounting/finance as well as operations. This role serves as the single point of accountability for program delivery across both business and Information Technology teams, driving execution, governance, stakeholder alignment, organizational change, and measurable operational improvements. Working closely with executive leadership, including the CEO and CIO, this position influences strategic decisions, manages competing priorities, and ensures the successful delivery and adoption of solutions that support the company's long-term business objectives. Reasonable accommodations may be made to enable individuals with disabilities to perform these essential functions. Program Ownership and Pace Own the integrated program plan end to end, building it where one does not yet exist, covering scope, schedule, milestones, dependencies, and resources across every workstream, including requirements, development, data migration, integrations, reporting, testing, and cutover. Set and defend the facility rollout cadence, and be accountable for increasing it as the program matures. Drive every contributing team, business and IT alike, to committed dates, and escalate immediately and at the appropriate level of leadership when a commitment is at risk. Maintain the program decision, risk, issue, and action lists with a named owner, a due date, and a current status on every open item, and personally chase items to closure. Present executive leadership with a single, unvarnished view of commitments and status across all teams, including when a delay originates inside Information Technology. Hold third-party vendors and implementation partners accountable to their committed deliverables and dates on the same basis as internal teams. Business Outcomes and Value Realization Be accountable for the operational outcomes each release and each facility go-live is intended to deliver, not only for the go-live itself. Work with business owners to define measurable outcomes before work begins, such as order cycle time, inventory accuracy, financial close duration, on-time shipment, or labor per unit, and report achievement against them after each go-live. Challenge scope that does not create measurable business value, and press for the smallest release that delivers it, so working capability reaches users sooner and improves through iteration. Drive process improvement rather than process replication. Where the business asks to reproduce a legacy process in the new platform, surface it and bring the decision to the business owner and the steering committee. Ensure trade-offs between scope, date, and cost are made deliberately by the business, with downstream implications made explicit, rather than absorbed by default into the schedule. Cross-Functional Leadership and Governance Serve as the single accountable owner of the program across Production, Warehouse Management, Accounting and Finance, Customer Service, Traffic, and Procurement, and across Business Applications, Software Engineering, Infrastructure, and Cybersecurity. One owner spanning business and IT, not one on each side. Establish and operate program governance, including an executive steering committee attended by the Chief Executive Officer and the functional executive leadership team, and maintain the risk and issue registers behind it. Prepare and personally present program status, decisions, and recommendations to the CEO and the executive leadership team, and produce material supporting Board-level reporting. Propose prioritization across product teams, confirm it with the functional leads, and escalate where agreement cannot be reached rather than absorbing the conflict into the plan. Hold business areas and Information Technology equally to agreed commitments on subject matter expert availability, testing windows, and decision turnaround. Serve as the point of contact that reduces the coordination burden carried by business leaders, escalating into IT on their behalf when they are blocked. Bridge communication between executive sponsors, business owners, end users, and the product, design, architecture, and development teams, ensuring each has what it needs from the others. Sequencing, Scope, and Change Control Build and maintain one schedule that reconciles two-week sprint cadence, the monthly and annual financial close calendar, fixed facility go-live dates, and plant operating and seasonal constraints. Establish the sequence and phasing of roadmap delivery in coordination with Product Management and Product Ownership. Hold requirements stable once a release is committed, and assess every proposed change for impact on schedule, resourcing, and dependent workstreams before it is accepted. Ensure financial reporting requirements are defined, agreed, and held stable early in each release, given their dependence on the underlying data model and their sensitivity to late change. Identify where program work conflicts with business operating constraints and raise it early enough to be addressed. Delivery, Testing, and Go-Live Readiness Own program go-live dates, define the readiness criteria that govern each facility go-live, and obtain formal sign-off from each business owner at every gate. Plan testing windows jointly with business areas and track progress through functional testing, User Acceptance Testing, and deployment activities. Track defect resolution through to closure ahead of each release. Carry each facility from planning through cutover, go-live, stabilization, and transition to production support. Compliance and Controls Capture regulatory, audit, food safety, traceability, and internal control requirements as program requirements at the start of each release, rather than allowing them to surface late in testing. Coordinate with Accounting and Finance leadership to confirm that delivered functionality adheres to applicable standards, including GAAP and internal audit controls, and that those requirements are validated prior to each facility go-live. Adoption and Organizational Readiness Own change management and adoption planning across affected business areas, raising gaps and conflicts to leadership for resolution. Monitor delivery of role-based training through each department training lead, and raise gaps where staff will not be ready to operate the new system at go-live. Track organizational readiness by business area, identifying sources of resistance and other adoption barriers early enough to be addressed before go-live. Convene all affected business areas when new capability or significant change is introduced, so requirements are captured before design rather than after. Continuous Improvement Identify and implement opportunities to improve program predictability, delivery speed, and stakeholder satisfaction. Apply AI tools to improve project management, program reporting, and delivery execution. Perform other duties as assigned by management.