To achieve its ambition to be the reference in pet health through nutrition, Royal Canin wants to continue to push the barriers of nutrition and individualization.  The Enterprise Strategy Operationalization (ESO) Team is a newly created team which will be agnostic to drive an enterprise view and be focused on orchestrating the delivery of our strategy.  Bringing together S&OP+, Project/Program Management and Graphics into one dedicated team which drives cross functional WOW.

Royal Canin’s packaging agenda has become a critical enterprise priority driven by accelerating regulatory and sustainability requirements, increasing portfolio complexity, and speed‑to‑market demands. This role exists to lead the enterprise packagaing transformation as a strategic value agenda, aligning functions and markets to deliver an integrated, growth-enabling, sustainable and agile packaging ecosystem.,  Driving pace, integration, and disciplined governance across functions, shifting packaging from compliance and fragmented ownership to a growth‑enabling, sustainable, and agile system.

Key Responsibilities:

Enterprise Transformation & Value Leadership

• Lead the enterprise packaging transformation as a strategic enterprise value agenda , translating ambition into a prioritised roadmap of initiatives and outcomes. 
• Shift the operating model from fragmented initiatives to enterprise value delivery (growth, sustainability, agility, complexity reduction). 

Governance, Decision Velocity & Orchestration

• Chair/lead the Packaging Program Board, ensuring clear prioritisation, sequencing, and relentless follow‑through to delivery. 
• Drive fast, repeatable decision pathways by preparing high‑quality scenarios and ensuring decisions land in the correct Plan‑to‑Govern forums (Commercial/technical/financial/ operational). 
• Make trade‑offs explicit and enterprise‑optimised across cost, sustainability, growth, speed, complexity, service risk and feasibility. 

Cross‑Functional Integration (Enterprise Leadership without Owning Functional Levers)

• Integrate and align Demand, R&D, Supply/VCO, Graphics and Markets while preserving explicit functional accountability for their respective levers. 
• Provide ‘high‑accountability, outcome‑driven’ leadership, driving clarity, escalation and pace without creating competing decision rights. 
• Lead through influence across global functions and markets to align priorities, mobilise senior stakeholders, and accelerate execution without owning functional resources.

Delivery Discipline, Transparency & Reporting

• Establish enterprise transparency of progress, risks, interdependencies and resource contention; . Ensure  initiatives translate into measurable enterprise value outcomes, including complexity reduction, speed – to- market improvement, sustainability impact and operational efficiency.
• Identify and remove systemic blockers (governance friction, legacy constraints, data quality barriers) that prevent scalable execution. 

Foundation Scaling & Capability Enablement

• Accelerate and scale enterprise enablers already underway (e.g., Packaging Program Board, Graphics CoE, PIU/data backbone, printing & design optimisation). 
• Partner with ESO PMO to ensure strong program discipline, standards, and ‘touch once’ execution across change waves. 

Education & Professional Qualifications:

• Bachelor’s degree required; MBA or equivalent preferred. 
• Typically 15+ years’ experience with breadth across enterprise transformation / program leadership / operations and value delivery.
• Demonstrated enterprise leadership and ability to bring Mars principles to life; sets vision, creates alignment, and drives accountability at senior levels. 
• Proven track record leading complex, cross‑functional transformations with measurable outcomes 
• Strong capability in portfolio governance, prioritisation and trade‑off management; able to convert complexity into crisp choices and enterprise recommendations.
• Deep working understanding of packaging/printing/graphics and their end‑to‑end impacts on supply chain, master data, market execution and service risk.
• Executive stakeholder management: trusted partner able to challenge constructively, escalate fact‑based, and drive fast decisions. 
• Strong people leadership and team‑building capability (direct and/or matrix leadership), creating high performance through clarity, standards and coaching. 
• Demonstrated ability to lead enterprise transformation in complex global matrix organisations  through influence rather than direct authority.