Vice President, Enterprise Continuous Improvement & Transformation

About this role

Work Model: Work Model: You’ll work in a hybrid model, onsite at your designated Regal Rexnord location at least 3 days per week (Monday–Thursday), with flexibility to work remotely up to 2 days, including Friday. ____________________

POSITION OVERVIEW Reporting to the Senior Vice President, Regal Rexnord Business System (RBS), the Vice President, Enterprise RBS is accountable for leading the go-forward RBS strategy, global scaling, and governance of RBS as the disciplined, enterprise-wide operating system of Regal Rexnord. RBS is a system, not a toolbox; it is how our processes and methodologies come together to create the heartbeat of the organization. This leader integrates Regal Rexnord Values, 80/20 growth logic, continuous improvement, prioritization, execution, and performance management into how we lead, plan, operate, and measure results across segments, divisions, and enterprise functions.

Where the Segment VP RBS roles own maturity within a single business, this role owns the enterprise architecture of the system itself: the framework, maturity model, standards, governance cadence, learning and enablement engine, adoption model, impact measurement approach, and roadmap for how RBS evolves. This leader translates enterprise strategy into structured Strategy Deployment, drives breakthrough performance through disciplined Hoshin Kanri, and prevents fragmentation across a global footprint of approximately 30,000 associates, standardizing where it creates scale advantage while preserving the flexibility segments need to run their businesses.

This is a transformational role rather than a program management role. The successful candidate will bring a forward-looking view of what a modern business system must become, one in which digital tools, connected data, and AI automate lean processes, make daily management self-reporting, and shift practitioner time from data collection to problem solving. As a senior thought partner to the SVP RBS, segment Presidents, VP/GMs, Segment RBS leaders, and enterprise function leaders, this leader shapes the architecture of continuous improvement across Operational, Product, Commercial, and Functional Excellence.

The Vice President leads the Enterprise RBS team across three portfolios. RBS for Corporate Functions extends structured problem solving, standard work, and daily management into Finance, HR, IT, Legal, and Supply Chain. RBS Learning and Enablement owns the capability engine, including curriculum, certification standards, and the Tool Champion and practitioner pipeline, scaled across a global, multilingual population. RBS Program Management owns the governance mechanics: plan of record cadence, maturity assessments, kaizen funnel administration, action tracking, and enterprise reporting. Across all three, this leader sets performance standards, develops talent, and ensures the team is a partner segments actively pull from.

KEY RESPONSIBILITIES Enterprise Business System Ownership and Governance • Own the enterprise RBS framework, including standards, tools, maturity model, assessments, governance cadence, and roadmap aligned to growth, SQDCG, and financial objectives.

• Run the enterprise RBS governance and execution rhythm, including maturity reviews, plan of record reviews, adoption tracking, and impact measurement.

• Create and deploy enterprise standard work, playbooks, and management systems that make the way we operate common, teachable, and repeatable.

• Partner with Segment RBS leaders to align enterprise standards, priorities, talent development, and improvement roadmaps to business needs.

Strategy Deployment and Hoshin Kanri • Own enterprise Strategy Deployment, applying Hoshin Kanri to translate long-range strategy into annual breakthrough objectives, cascaded priorities, and owner-level tactics.

• Steward the catchball process across the Executive Leadership Team, segment leadership, and functional leadership so targets are negotiated, resourced, and genuinely owned.

• Maintain the enterprise X-matrix, bowler, KPI, and countermeasure architecture, and lead the review rhythm to surface red conditions early and verify root-cause countermeasures.

• Integrate Strategy Deployment with the annual operating plan, capital allocation, and talent planning so strategy, resources, and people align to the same critical few priorities.

Transformational Thinking and Change Leadership • Use metrics, trend analysis, and 80/20 rigor to focus resources on the highest-value transformation opportunities and convert them into measurable action.

• Set the three-year vision and roadmap for the operating system and build the followership required to achieve it.

• Apply structured change management, including ADKAR and stakeholder alignment, so leaders drive adoption and sustainment rather than implementation alone.

Digital, Data and AI-Enabled Lean • Define the digital RBS roadmap for how connected data, analytics, workflow platforms, and AI automate and accelerate lean processes enterprise-wide.

• Digitize the mechanics of the business system, including daily management boards, bowlers, kaizen funnels, action tracking, and maturity assessments, so reporting is generated from source data rather than assembled by hand.

• Use AI and advanced analytics to shift practitioner effort from data collection to diagnosis, prioritization, and problem solving while preserving human judgment and Gemba observation.

• Partner with IT, Digital, Finance, and Operations to establish common RBS data standards, definitions, and system architecture across segments.

Capability Building, Learning and Enablement • Lead RBS Learning and Enablement, embedding RBS expectations into leadership development, curriculum, certification standards, and the Tool Champion and practitioner pipeline.

• Coach, mentor, and train leaders and teams on continuous improvement methods, both through formal training and by stopping to teach at Gemba.

• Lead multiple kaizen event

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