Senior Project Manager, ERP Transformation

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…