Description Sprout Social is looking to hire a Senior Director, Enterprise Transformation, for the Finance team.

About The Role

Sprout Social is building a critical function to drive execution excellence across our highest-priority company initiatives. We're looking for a hands-on strategic operator to lead our Transformation Team, the execution arm of Sprout's transformation strategy. Reporting to the VP of FP&A, you will translate direction set at the executive level into structured, accountable programs of work that drive strong outcomes for the business.

Sprout is entering a pivotal stage of evolution focused on driving sustainable growth and operational excellence. You'll own the cross-functional coordination, process redesign, and organizational change work that this next chapter of Sprout requires, and you'll do it in a way that builds lasting capability in the teams you work with, not just short-term compliance. This is not a passive PMO role: you will actively resolve complex cross-functional conflicts and drive issues to closure.

You'll know when to run the room, when to advise and step back, and when to diagnose a problem and recommend a path. You'll be a trusted advisor to executive and VP-level leaders, a problem-solver who identifies and removes blockers, and a driver of accountability who knows when to push and when to support. You'll need to be equally comfortable building frameworks from scratch and rolling up your sleeves to get work done.

You'll need to be both strategic and operational from day one: challenging how initiatives are scoped, identifying systemic organizational issues that slow execution, and serving as a thought partner to senior leaders on what should be prioritized and why.

What You’Ll Do

Drive Cross-Functional Program Coordination: Own the connective tissue across select cross-functional, high-impact workstreams — tracking dependencies, surfacing blockers, and making sure the right people are talking to each other. Resolve Cross-Functional Conflict: Own resolution of conflicts and competing priorities across workstreams, bringing a point of view and driving them to closure at your level so that only genuine cross-ELT tradeoffs need to be escalated. Own Financial Interlock & Value Realization: Partner closely with FP&A to run a consistent stage gate rhythm, tracking whether transformation initiatives are translating into real financial outcomes, and surfacing early — with a recommendation, not just a status — when gains aren't materializing.

Lead Process & Work Design: Partner with leaders to redesign workflows, decision rights, and structures. Before engaging, establish what work needs to be done, what it requires, a realistic timeline, and who's best positioned to lead it (the directly responsible owner always sits outside this team). Drive Change Leadership & Communication: Help leaders develop and deliver honest, grounded communication about what's changing and why, including the harder messages — with an enablement focus so teams build the skills to work differently on their own.

Manage Risk & Decision-Making: Build the structures that ensure risks are identified, communicated, and escalated at the right level — and only the right level. Enable the Right Representation: Use cross-functional knowledge to ensure the right people are represented in decisions, maintaining clear structures for who needs to know versus who has a say. Advise on Ways of Working: Help teams design meeting rhythms, decision-making norms, and coordination structures that fit a leaner org, facilitating new habits while the accountable team builds the muscle.

Build Sustainable Capability: Document what works, build shared language and frameworks, and actively transfer capability back to the teams you work with, so this function's energy stays focused on what's newest and hardest.