Head of Change Management Organizational Engagement

Choreo is a wealth management firm built on an interconnected network of financial advisors with a shared vision servicing entrepreneurs, CPAs, and individuals with a forward-thinking approach to financial planning to translate wealth into fulfillment. With over 200 employees and 40+ locations across the country, we are here to serve our clients beyond what is expected.

OPENING SUMMARY

This role gives Choreo's people — and the client-facing teams at the center of the firm's growth — the confidence to move through change together. When this person succeeds, every major initiative affecting client-facing teams lands with clarity: people know what's changing, why it matters, and what's expected of them, well before it reaches their desk. Initiatives that once collided or moved out of sequence instead land with deliberate timing and a coherent plan behind them.

Concerns and friction surface early, while there's still time to act on them. Leadership hears a clear, honest signal of what client-facing teams and employees are experiencing, and those teams can see that what they raised actually shaped a decision. Over time, change management becomes part of how Choreo runs every major initiative affecting its client-facing organization by default, not something applied after the fact.

Operating Principle:

This role works in close partnership with the Head of Brand & Communications, with each leader anchoring a distinct half of the same outcome. The Head of Brand & Communications leads what Choreo is saying, what it means, and how it comes to life at the enterprise level. This role leads how people — especially client-facing teams — experience, influence, and adopt the changes behind it.

Key Responsibilities:

• Change management and adoption
• Build change management plans for major enterprise initiatives, with particular emphasis on those affecting client-facing teams, including stakeholder and impact assessments, readiness diagnostics, and reinforcement plans
• Define what strong adoption looks like for each initiative in measurable terms, and track it through to completion — with client-facing adoption as a primary lens
• Sequence and coordinate concurrent change initiatives so client-facing teams move through them with clarity and momentum, without competing demands colliding at the point of delivery
• Surface resistance, confusion, and unresolved dependencies among client-facing teams early, while there's still time to address them
• Client-facing communications and engagement
• Own the communications strategy and operating rhythm for client-facing teams affected by change — sequencing, channel discipline, and message relevance across concurrent initiatives
• Coordinate communications to client-facing teams across transformation, technology, service, and growth initiatives so messaging is consistent and well-timed
• Build feedback loops that give client-facing teams a real opportunity to shape initiatives, and show them what their input changed
• Human integration (M&A and organizational change)
• Build a repeatable methodology for the human side of mergers, acquisitions, and major organizational integrations, with specific attention to newly joined client-facing teams
• Lead the adaptive work around identity, culture, and belonging for newly joined or acquired client-facing teams
• Track the lived experience of integrated client-facing teams over time, well beyond the point of close
• Organizational listening
• Build and run listening mechanisms before, during, and after major change, with client-facing teams as a primary audience — pulse surveys, structured interviews, focus groups
• Synthesize what's heard into a small number of clear themes and concrete recommendations for leadership
• Change governance and infrastructure
• Establish the intake, prioritization, and escalation process that governs how change initiatives move through the firm, with clear checkpoints for anything reaching client-facing teams
• Define decision rights and change-readiness criteria that initiative owners are expected to meet before launch, especially for initiatives touching client-facing teams
• Build the standing methodology, templates, and measurement framework that make change management repeatable across initiatives, independent of any one project team
• Required Qualifications: 8+ years of experience in change management, organizational effectiveness, or a closely related discipline, with demonstrated ownership of enterprise-scale initiatives affecting client-facing organizations
• Direct experience owning communications strategy and cadence for a large organization, spanning both internal (employee) and client-facing audiences