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Senior Business Analyst

at Ford Motor Company

Ford Motor CompanyAllen Park, MIOnsite

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We are looking for a Strategy and Integration Lead who is equal parts Architect, Diplomat, and Operator. You are someone who can see the 'big picture' across a global organization while maintaining a relentless focus on the day-to-day details that keep a strategy on track. You don’t just manage tasks; you manage the flow of logic and influence across the enterprise to ensure our most critical priorities are delivered. This is a high-visibility role at the heart of Ford’s transformation. You will not just be managing a roadmap; you will be designing the future-state operating model for how Ford meets its global environmental and corporate responsibilities in an increasingly complex world. As the Strategy & Integration Product Manager, you will serve as the strategic architect and connective tissue for the Environmental & Sustainability Compliance (E&SC) and Corporate Footprint organizations. This is a macro-level leadership role designed to navigate a period of significant transformation driven by a rapidly evolving global regulatory landscape. You will join a high-impact Global IT Team spanning North America, the UK, Germany, and India. Sitting at the core of our transformation, you will bridge the gap between the Executive team’s 'North Star' vision, and the Product Line leads within the Product Driven Organization (PDO). Your mission is to ensure that business value is clearly understood, prioritized, and delivered amidst a rapidly changing regulatory environment that stresses both legacy processes and modern technical/data integrations. In addition, part of the team’s responsibilities will be to work on Partner Management, providing strategic support to functions across all regions to harmonize how Ford interacts with external entities. This involves architecting standardized Playbooks and engagement patterns that bridge the gap between high-level strategy and operational execution. A critical component of this responsibility is 'devolving' these patterns into concrete legal relationship frameworks and technical capability requirements. By establishing common engagement models and rigorous data definitions, you will ensure the seamless and accurate flow of information required to meet Ford’s Corporate Compliance commitments and mandatory global regulatory reporting. What you need to bring You need to be a Strategic Force Multiplier - As the 'connective tissue' of our enterprise, you will operate at a macro level to bridge the gap between high-level conceptual strategy and disciplined operational execution. In this high-visibility role, you will act as a force multiplier for leadership—synthesizing complex information, driving the 'Rhythm of Business,' and navigating cross-functional dynamics to transform a North Star vision into measurable enterprise value. Strategic Synthesis & Systems Thinking: An ability to 'connect the dots' across diverse functions (Finance, HR, Product), creating the frameworks and mental models that simplify complex enterprise challenges into actionable pillars.Operational Excellence: Mastery of the 'Rhythm of Business,' ensuring leadership accountability, seamless meeting cadences, and the ability to adopt the executive voice in high-stakes communications.Cross-Functional Diplomacy: A proven track record of influencing without authority, navigating organizational 'nodes of power,' and mediating conflict to maintain strategic alignment.Analytical & Financial Literacy: The ability to speak the language of the business, translating raw data into a 'single version of truth' through rigorous KPI/OKR design and deep business acumen.Executive Presence & High EQ: A trusted advisor with the discretion to handle sensitive information and the poise to represent senior leadership in any forum.Change Agility: An agile mindset capable of pivoting strategies in real-time and cascading complex changes from the executive suite to the front line. Must-have Futuring: String ability to make assessment on possibilities and distill them into proposed recommended strategies for both process and d

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