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Agent guide: [/agents.md](https://www.wearedevelopers.com/agents.md). --- # Director, Transformation Integration and Adaptation - **Company:** Heifer International - **Location:** United States (Remote available) - **Experience:** Expert - **Contract:** Permanent contract - **Skills:** Decision Support Systems, Node.Js - **Published:** October 18, 2026 - **Apply:** https://www.indeed.com/viewjob?jk=f910edbc860ebb86 ## About the Role * Organizational capability sensing and analysis * Road mapping, sequencing & organizational readiness * Evidence & learning synthesis * Facilitation & decision support * Transformation communication & information flow Candidate Profile * Bachelor's degree in Organizational Development, Organizational Psychology, Business Administration, Management, Social Sciences, International Development, or a related field; or an equivalent combination of education and relevant professional experience. * At least ten (10) years of experience in organizational transformation, strategy execution, organizational advancement, adaptability, operating-model work, or comparable enterprise change. * Exceptional systems-thinking, synthesis and ability to make complex interdependencies understandable. * Strong executive judgment and influence without relying on positional authority. * Experience in project management, integrating portfolios of interdependent initiatives, and managing organizational capacity and sequencing. * Strong facilitation, sensing and adaptive-learning capability; able to listen to what is happening beneath formal reports. * Ability to translate evidence into clear implications, choices, and action. * Comfort working across cultures, countries, functions and ambiguous or evolving environments. * Experience working with senior leaders in a global, multicultural and distributed organizational environments * Ability and willingness to travel internationally, up to 30% Preferred * Experience with transforming or working in a networked or regenerative organization; familiarity with living system principles * Proficiency in other languages is a plus ## Description The role maintains an integrated, evidence-informed view of Heifer's transformation and helps the organization move from design to activation without fragmentation, duplication or overload. The Senior Director makes dependencies, progress, risks, organizational capacity and implications visible so that the role and appropriate stewardship bodies and capability owners can co-create solutions. Key Collaborators * Internal: Transformation Steward, TSC Core Team, Transformation Stewardship Committee, CEO, distributed transformation capability leads and circles, Network and Node Leaders, Learning & Experimentation and Human Potential & Culture Catalysts, and relevant functional and enabling teams. * External: Local and organizational partners, Board members, transformation consultants and advisors, specialist capability partners, and other organizations engaged in locally led, networked and organizational transformation. Core Accountabilities Transformation Integration & Coherence * Maintain the integrated transformation architecture and whole-system view across Program Model, Operating Model , Business Model, Culture, governance, experimentation and activation all emerging as an RNO. * Connect initiatives, capability groups, experiments, decisions, resources and interdependencies so the organization can see how the pieces fit together. * Surface contradictions, duplications, gaps, competing signals, and unintended consequences across the transformation portfolio. * Coordinate with the Transformation Steward, TSC, and capability leads to strengthen coherence in terms of shared language, activities, sequencing, understanding, enabling conditions, etc. without becoming the owner of their work. Sequencing, Prioritization & Organizational Load * Maintain a practical transformation roadmap showing priorities, major decisions, experiments, capability-building work, independencies, communications and activation milestones. * Assess sequencing and organizational capacity, identifying when work should accelerate, pause, combine, or be re-timed through an evidence-based approach; facilitate decision-making process for transformation activities and provide substantial recommendations. * Help prevent transformation activity from becoming a collection of simultaneous initiatives that overwhelm teams or compete for attention. * Connect design choices with the conditions required for responsible activation and coordinate transformation activation activities. Sensing, Learning & Adaptation * Establish rhythms and mechanisms for sensing progress, readiness, tensions, divergence, and unintended effects across the organization. * Work with the Learning & Experimentation Catalysts to synthesize evidence and ensure learning feeds back into design, governance and activation. * Identify patterns across countries, networks, ecosystems and functions and connect them back to transformation design, governance, and activation. * Ensure learning becomes adaptation and decision-making rather than documentation alone. * Note: Clarification of Boundaries around learning loops within the TSC work: * Learning & Experimentation works with teams and circles to frame experiments, reflect on experience, and share learning that is useful locally and across Heifer. * The Transformation Integration Enabler connects that learning with other work and evidence across the transformation. Working with those closest to the experience, the Enabler identifies patterns, tensions, and possible enterprise implications and brings choices to the appropriate decision makers. * Governance capability works with affected teams and leaders to develop and test changes to decision rights, guardrails, and operating mechanisms, within the authority of the appropriate decision bodies. * Together, these capabilities close the loop: decisions and changes are shared with the teams whose experience informed them, and those teams help assess whether the changes work in practice. Transformation Advancement & Evidence * Develop a focused set of meaningful indicators that show movement in operating logic, capability, agency, behavior, coherence, and activation. * Maintain an integrated picture of progress and provide concise synthesis to the Transformation Steward and Committee, and TSC. * Track key transformation decisions, assumptions, open questions and dependencies so the organization does not repeatedly reopen decisions or quietly treat hypotheses as settled. * Use evidence to inform organizational readiness, prioritization, resource deployment, experimentation, and adaptation. Decision Enablement * Help frame enterprise decisions by making the choices, evidence, implications, interdependencies and risks visible to the appropriate stewardship body. * Distinguish matters requiring enterprise-level stewardship from matters that should remain distributed to capabilities, networks, ecosystems or country nodes. * Coordinate decision follow-through and ensure implications are visible across the transformation system. Distributed Transformation Capability * Connect Learning & Experimentation, Human Potential & Culture, Governance & Operating-System Design, Facilitation & Narrative, Communications and other transformation capabilities into a functioning system. * Create common rhythms, information- flows, and integration practices while preserving distributed ownership. * Build and strengthen internal capability for integration so that Heifer becomes progressively less dependent on any one individual or central team to hold the transformation together. Shared Accountabilities * Transformation is carried collectively across Heifer. The Integration Enabler helps distributed transformation capabilities operate as a connected system while preserving ownership with the appropriate teams, networks, nodes, and stewardship bodies. * Transformation Coherence & Decision Support: Shared with the Transformation Steward and Stewardship Committee to maintain visibility across the transformation, surface interdependencies, and enable informed decisions. * Learning, Adaptation & Progress: Shared with Learning, Human Potential and Culture capability leads, and initiative leads to connect evidence and learning across the portfolio and translate it into implications for adaptation. * Distributed Activation & Capability: Shared with Network and Node Leaders, capability leads, and initiative leads to support sequencing, information flow, and coordination while preserving distributed ownership and accountability. Critical Capabilities: Core * Systems thinking & integration * Synthesis, sense-making and adaptation * Transformation integration & sequencing * Relationship cultivation & connectivity * Risk intelligence and decision enablement * Commitment to locally led development Behavioral * Influence without authority * Collaborative & distributed leadership * Curiosity & deep listening * Comfort with ambiguity * Cultural agility and sensitivity * Detail orientation with a whole-system lens