layiq

/la·yiq/adjective

worthy; deserving; fitting; suitable.

A role, opportunity, or path that merits attention, time, and pursuit.

LAYIQ - Principal ERP Program Manager at Brooks Running, Seattle, WA

Serve as the senior program voice to Finance, Supply Chain, and Sales/Customer Service leadership: provide options, a recommendation, and the reasoning behind it, in addition to program status reporting
Drive decisions on requirements, protect MVP scope and process standardization versus local variation, clearly articulating trade-offs so leaders can make informed choices
Refine and operate the established four-tier governance model (Executive Committee, Steering Committee, Solution Governance Group, execution teams), and own program-level decisions and the escalation path between tiers
Manage expectations on scope, timeline, capacity and change impact using best judgement and candor early rather than escalation later
Executive Partnership & Decision-Making
Serve as the senior program voice to Finance, Supply Chain, and Sales/Customer Service leadership: provide options, a recommendation, and the reasoning behind it, in addition to program status reporting
Drive decisions on requirements, protect MVP scope and process standardization versus local variation, clearly articulating trade-offs so leaders can make informed choices
Refine and operate the established four-tier governance model (Executive Committee, Steering Committee, Solution Governance Group, execution teams), and own program-level decisions and the escalation path between tiers
Manage expectations on scope, timeline, capacity and change impact using best judgement and candor early rather than escalation later
Budget, Value & Capacity
Own the bottoms-up program budget in line with Steerco/Director approval (services, licenses, internal and contractor resourcing, tools, travel and contingency) and the assumptions underneath every budget line
Connect the work to its value and its cost: explain what a scope, resourcing or sequencing decision buys Brooks and what it consumes, and present the reasoning with conviction to the steering committee
Forecast program spend, explain variances and drive corrective action before a variance becomes a change request.
Own capacity and resourcing across the core and supplemental team, including recruitment and onboarding for contractor roles still open
Leading the Project Management Team
Lead delivery of Senior Project Managers across workstreams and regions, setting clear standards for delivery, planning quality and status integrity
Build trust and the lightweight structures that empower Senior Project Managers to lead their workstreams without escalating for permission, enabling more seamless decision makingrather than burdensome
Coach on dependency and risk reasoning, and resolve risks that span across workstreams
Clarify roles, responsibilities and decision rights across internal teams, partners and regions so accountability is clear
Partner Management
Own delivery accountability of Infor as systems integrator and software vendor, holding delivery to outcomes and deliverable quality Manage statements of work, milestones and acceptance; define and price change orders and lead contract review, with the Director setting commercial limits and finalizing agreements
Maintain a running view of planned versus earned value against each statement of work, working with Senior Project Managers: what has been invoiced against what has been delivered and accepted
Change Management, Training & Adoption
Partner with the OCM lead to shape a change and adoption strategy. The OCM lead owns stakeholder impact assessment, communications and training (Project team training, trainthe-trainer, end-user enablement, knowledge base and other learning & adoption aids)
Right-size the OCM effort: enough to land the change with the business, without ceremony that consumes capacity and produces artifacts nobody uses
Measure readiness and adoption and adjust plans for go-live and hypercare based on data findings.
Risk, Cutover & Compliance
Maintain the program RAID log, ensuring risks are accurately assessed, quantitatively and qualitatively, for prioritization.
Drive a structured cutover strategy (mock cutovers, rollback criteria, contingencies) that protects order-to-cash, distribution and financial close, and own the go/no-go recommendation
Ensure adherence to IT controls, InfoSec standards, and data privacy and regulatory requirements across regions
Steady-State Ownership (Post Go-Live)
Own release and change governance for continuous CloudSuite updates, including impact assessment, regression scope, business sign-off and a release calendar that avoids peak business periods
Own the enhancement roadmap and demand intake and maintain a prioritized backlog
Identify, prioritize and deliver AI-enabled productivity use cases leveraging Infor Velocity Suite, measuring success by realized benefits
Lead ERP enablement in new regions and initiatives that enable new enterprise capability for Brooks: localization, statutory and tax requirements, regional integrations and a repeatable rollout playbook
Guard the standardization decisions made during implementation against exceptions and local variation reaccumulating
Measure value realization against the approved business case and report results to program sponsors who approved it
Own vendor assessment and manage the steady-state commercial relationship with Infor ERP, including license and subscription optimization, support performance and the renewal cycle activities
Sustain adoption through the super-user network, refresher trainings and own a continuous improvement agenda in partnership with the business

Bachelor’s degree in information systems, Computer Science, Business, Engineering, or related field; or equivalent experience
Consulting experience leading Cloud ERP implementation for clients, with end-to-end accountability from program inception through cutover and sustained adoption, as a program manager, principal or director at a systems integrator or consulting firm; or equivalent accountability as a Senior Manager or Director of Enterprise Solutions, ERP or comparable IT leader who established and delivered a Cloud ERP program.
10+ years leading large-scale multi-region enterprise technology programs/projects with increasing responsibility, ideally in CPG or Sporting Goods/Fashion Retail
At least three full lifecycle Cloud ERP implementations (e.g., Infor CloudSuite, SAP S/4HANA Cloud, Oracle Cloud ERP, Microsoft Dynamics 365) carried from mobilization through go-live and hypercare, with at least one led from the accountable seat
Experience both establishing and delivering a program: personally, authoring the charter, governance model, integrated plan, baseline budget and resourcing model, then carrying that same program through build, test and go-live, with the judgment to complete a framing someone else started
Hands-on command of bottoms-up financial modeling and resource planning, owning and defending the assumptions
Excellent communication skills and executive presence at steering committee and executive level, with a track record of recommendations that senior leaders acted on, and outcomes to show for it
Proven track record owning cross-functional outcomes across IT and business teams
Experience managing multi-million-dollar budgets and large blended teams (internal, contractor, vendor), including exposure to commercial negotiation of scope and change
Strong understanding of end-to-end business processes (O2C, P2P, R2R, Inventory & Supply Planning, Distribution & Logistics), deep enough to challenge a design decision
Preferred: Infor CloudSuite or M3 implementation experience
Experience in apparel/footwear, consumer products, or retail
Experience carrying an ERP platform into steady state: release governance, enhancement roadmap, and post-go-live continuous improvement
Change management certification (e.g., Prosci) or substantial large-scale change experience
Professional certifications: PMP, PgMP, or equivalent

Principal ERP Program Manager

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