IT Transformation Director

Key Outcomes

Job Description IT Transformation Director – Arbex

• Executive Summary

This role is not a conventional IT Director position. It is a mission-critical enterprise transformation leadership role responsible for building the technology backbone of a standalone $3.3bn CPG company. The person must be able to operate across strategy, architecture, delivery, commercial control, cyber risk, business change and operational readiness. Success will be measured not just by system go-lives, but by whether the company can operate independently, securely and effectively across 60 markets within the 3-year timeline and $150m budget.

• Role Purpose

The IT Transformation Director will lead the end-to-end design, build, migration and stabilisation of a standalone IT environment for Arbex a $3.3bn consumer packaged goods business operating across 60 markets. The role is accountable for establishing the company’s independent infrastructure, cloud, network, ERP, applications, data, cybersecurity, service management and IT operating model over a five-year transformation horizon including the integration of any M&A activity in that time horizon.

• Scope

Dimension Scope Company scale
$3.3bn revenue CPG business across 60 markets
Budget and duration
:$100-150m transformation budget over 36 months, M&A tbc after 24 months.
Technology domains
Cloud, network, ERP, applications, data, integration, cybersecurity, identity, workplace and ITSM
Business domains
Finance, supply chain, manufacturing, logistics, commercial, HR, procurement and shared services

• Key Accountabilities
• Standalone IT strategy: Define and execute the three-year IT stand-up roadmap, including Day 1.5, Day 2 (TSA Exit) and Day 3 (Optimise & Transform) and lead any technology support needed for future M&A.
• Infrastructure, cloud and network: Ensure the Transformation delivers a secure, resilient and cost-optimised approach for IT Operations, Hosting, Network performance across offices, manufacturing sites, DCs and remote users.
• ERP and applications: Lead separation, application rationalisation, migration, deployment, cutover, hyper care and stabilisation across ERP and enterprise platforms. Post TSA Exit define and deliver a program of IT transformation and value enablement.
• Data and integration: Ensure that the Transformation establishes clean, governed data foundations, reliable reporting, master data ownership and integration architecture.
• Cybersecurity and risk: Ensure the CISO organisation embed security‑by‑design across infrastructure, ERP, applications, identity, data, vendors and service operations.
• Programme governance: Own the integrated master plan, budget, critical path, RAID management, partner delivery and executive reporting for all program phases.
• Future M&A : Own the IT support and IT Program execution to support any future M&A activity related to Arbex.
• Transformation Mandate

Year Primary Focus Key Outcomes Phase 1 – Mobilise & Design
Q1‑Q3 2026
Mobilise governance, complete discovery, define target architecture, confirm ERP/application roadmap and establish cloud, identity and security foundations.
Approved roadmap, signed‑off architecture, mobilised delivery organisation and critical risks understood.
Phase 2 – Build & deploy
Q3 2026‑Q4 2027
Execute build, migration and deployment across infrastructure, applications, ERP, data, cyber, workplace and service operations.
Core platforms operational, major migrations completed and cyber/service operations live.
Phase 3 – Exit TSA & Stabilise
Q4 2027‑Q1 2028
Complete migrations, exit TSA/legacy services, stabilise operations, optimise vendors and transition to BAU.
Fully standalone IT environment, stable run‑state model, benefits validated and transformation closed out.
Phase 4 – Transform & optimise
Q1 2028‑2029 tbc
Execute IT simplification and capability transformation agenda across all workstreams with a focus on BIG Rocks not tacked in Phase 2
Remove technical debt, simplify IT landscape and lower operational cost. Enable simplification and create values across Arbex through new IT capabilities
M&A Support
Timing tbc
Plan & Execute and IT activities to support M&A activity
Seamless IT integration of any future M&A activity.
Reports to:
Chief Information, Digital & GBS Officer with dotted line to Chief Strategy & Transformation Lead
Key interfaces:

• CFO / Finance Transformation Lead
• CTO / Supply Chain Leadership
• COO/ABU Presidents
• CISO/Chief Information Security Officer
• Data Governance Director / Data & Analytics Associate Director
• ERP Program & Tech Integration Director
• Infrastructure & Operations Director
• Enterprise Architect
• CIO Suzano/Suzano IT Organistion
• Procurement / Vendor Management
• Legal / Compliance / Data Privacy
• Commercial Leaders & General Managers across ABUS
• Transformation Office / PMO
• External systems integrators and managed service providers
• Detailed Accountabilities

Enterprise IT Standalone Strategy
The IT Transformation Director will define and execute the strategy for separating from legacy or parent‑company technology services and creating a standalone IT ecosystem in partnership with the CIO. Responsibilities include:

• Develop the 3‑year IT stand‑up roadmap covering infrastructure, ERP, applications, data, security, integrations and operations.
• Translate Arbex IT strategy along with Arbex overall strategy requiring technology enablement into a practical 3 year technology transformation plan
• Define the sequencing Day 1.5, Day 2, Day 3 and steady‑state IT capabilities.
• Establish clear decision rights across business, IT, finance, risk and transformation governance.
• Build a realistic delivery plan balancing speed, cost, business risk and operational resilience.
• Ensure technology design supports CPG‑specific requirements across manufacturing, distribution, commercial operations, finance and regulatory compliance.

Programme Leadership and Delivery Governance
The role will be accountable for establishing strong programme discipline across the $100‑150m transformation.
Responsibilities include:

• Own the integrated master plan, milestone roadmap, critical path and dependency management.
• Establish transformation governance across steering committee, design authority, delivery workstreams and regional deployment forums.
• Manage scope, budget, risks, issues, assumptions, dependencies and benefits.
• Ensure clear reporting to CIO, CFO, ExCo and Board‑level stakeholders.
• Lead stage‑gate reviews, architecture decisions, cutover readiness, go‑live decisions and hypercare governance.
• Hold internal teams, vendors and business stakeholders accountable for delivery outcomes.
• Drive disciplined financial tracking across capital, operating expense, partner costs, licensing, infrastructure and transition services.

Infrastructure, Cloud and Network Build
Responsible for ensuring the execution of the plan build of the standalone infrastructure backbone

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