Overview
FormFactor, Inc. (NASDAQ: FORM) is a leading provider of essential test and measurement technologies along the full semiconductor product life cycle. Semiconductor companies rely upon FormFactor's products and services to accelerate profitability by optimizing device performance and advancing yield knowledge. The company serves customers through its network of facilities in Asia, Europe, and North America.
FormFactor is seeking a hands-on Director, Business Transformation to establish and lead FORM Enterprise Transformation Group, a small enterprise team focused on partnering with functional owners to accelerate the company's highest-priority cross-functional initiatives. Reporting to the SVP, Chief Financial Officer and guided by ELT priorities, this leader will partner with business sponsors to diagnose root causes, redesign operating processes, implement practical solutions, and ensure sustainable ownership by the business.
This is not a traditional PMO or advisory-only role. The successful candidate will combine transformation leadership, operating model design, process improvement, change management, financial discipline, data fluency, and direct execution.
Key Responsibilities
Enterprise Transformation Leadership
- •Build and lead FORM Enterprise Transformation Group as a lean, high-impact capability focused on strategic, cross-functional challenges that require dedicated capacity and integrated expertise.
- •Translate ELT priorities into clearly scoped, time-bound engagements with committed sponsorship, functional ownership, defined outcomes, and measurable value.
- •Lead initiatives from initial diagnosis through rapid prototyping and minimum viable solutions to future-state design, implementation, adoption, and stabilization.
- •Facilitate executive decisions, remove cross-functional barriers, and maintain accountability for delivery, value realization, and sustained outcomes.
- •Maintain a concise portfolio view of priorities, capacity, milestones, risks, decisions, adoption, and value.
Operating Model, Governance, and Value Realization
- •Establish practical methods for engagement intake, prioritization, governance, escalation, implementation, and handoff without creating unnecessary administrative burden.
- •Ensure each engagement has a documented baseline, intended outcome, sponsor, functional owner, resource commitment, measures, and sustainment plan.
- •Partner with Finance to develop business cases, validate benefits, and report financial and operational value transparently.
- •Create closed-loop delivery discipline so decisions translate into owned actions, implementation plans, and measurable results.
- •Exit engagements when process ownership, controls, standard work, measures, and capabilities are operating effectively in the business.
Business Process and Change Leadership
- •Lead end-to-end process diagnosis and redesign across functions, including workflow, data, decision rights, handoffs, controls, operating cadence, and enabling technology.
- •Apply fit-for-purpose methods including FormFactor 4C, Lean, Six Sigma, business process design, analytics, automation, AI, and rapid prototyping.
- •Design and facilitate workshops that align stakeholders, resolve ambiguity, and convert recommendations into implemented solutions.
- •Develop change, communication, training, adoption, and reinforcement plans with functional leaders.
- •Build reusable transformation methods and lessons learned while keeping the model pragmatic and flexible.
Team and Business Partnership
- •Lead a flat, multidisciplinary team and deploy capabilities flexibly based on engagement needs.
- •Integrate rotating business subject-matter experts and partners from Finance, IT, data, operations, commercial, and other functions.
- •Develop team members as independent senior operators who can lead workstreams and contribute directly to implementation.
- •Build trust by working alongside functions, preserving business accountability, and delivering practical results.
- •Provide concise reporting to the CFO, ELT steering, initiative sponsors, and functional leaders.
Key Deliverables
- •Prioritized transformation portfolio and capacity plan
- •Engagement charters, future-state operating models, implementation roadmaps, and handoff plans
- •Executive decision packages and closed-loop action tracking
- •Validated benefit and value-realization reporting
- •Reusable transformation methodology and capability-development plan
Preferred Qualifications and Experience
- •Bachelor's degree in Business, Engineering, Operations, Supply Chain, Finance, Information Systems, or a related discipline.
- •12+ years of progressive experience in business transformation, operating model design, operational excellence, business process improvement, or related roles.
- •Proven success leading complex, cross-functional transformations from diagnosis through implementation and sustained adoption.
- •Strong financial and business acumen, including business-case development, benefit measurement, and value realization.
- •Demonstrated ability to influence executive and functional leaders, facilitate difficult decisions, and maintain accountability across organizational boundaries.
- •Exceptional executive communication, facilitation, stakeholder management, and team leadership skills.
- •Semiconductor, semiconductor equipment, electronics, capital equipment, or high-mix manufacturing experience.
- •Experience with SIOP / IBP, supply chain, manufacturing operations, service / logistics, digital transformation, or enterprise planning.
- •Lean Six Sigma, change management, program management, or process-design certification.
- •Experience leading technology-enabled transformation involving analytics, workflow, automation, AI, ERP, planning, or data platforms.
- •Advanced degree in Business, Engineering, Operations, Finance, or a related discipline.
What Success Looks Like
Success means FORM Enterprise Transformation Group becomes a trusted mechanism for accelerating the company's hardest enterprise priorities without replacing functional accountability. Engagements move from ambiguity to implemented, adopted operating capabilities with clear ownership, measurable value, concise governance, and sustainable handoff.