Head of Value Creation

Grant Thornton is seeking a Managing Director, Value Creation Office to join the team. 

Reporting to the Chief Financial Officer, the Managing Director, Value Creation Office (VCO), will lead Grant Thornton’s enterprise value creation capability during a period of sustained growth, transformation, and active M&A.  The role is responsible for translating investment theses, synergy assumptions, operating model opportunities, and transformation initiatives into disciplined value creation plans with clear ownership, milestones, evidence standards, and financial tracking.

The VCO leader will own the consolidated value tracker, evidence-based savings validation, regional and functional value creation governance, and monthly accountability routines that connect reported initiatives to financial outcomes.  This role will work closely with the Integration Management Office (IMO) leader so that value creation opportunities are embedded into integration planning early and realized through coordinated execution.

The successful candidate must be a senior value creation and transformation operator who can partner closely with business and functional leaders while maintaining disciplined accountability for results. The role requires strong financial acumen, sponsor-level communication skills, rigorous benefit tracking, and the credibility to challenge reported value, assumptions, timelines, and risks.

Key Responsibilities:

Value Creation Strategy and Plan Development

• Translate investment theses, diligence findings, operating model opportunities, and transformation priorities into value creation plans across cost, revenue, capability, process, and operating model dimensions.

• Partner with Corporate Development, Finance, IMO, and functional leadership during diligence and pre-close planning to validate value creation opportunities, risks, dependencies, and resourcing needs.

• Define value creation priorities by acquisition, region, function, and initiative, ensuring that value capture plans are realistic, sequenced, and tied to accountable owners.

• Maintain a balanced view of value creation across cost takeout, revenue synergy, process simplification, shared services, procurement, systems, working capital, and operating discipline.

Synergy Realization, Savings Validation, and Financial Tracking

• Define synergy targets, value realization metrics, benefit categories, evidence requirements, and financial tracking methodology.

• Own the consolidated value creation tracker and ensure consistent taxonomy, data quality, assumption documentation, and comparability across regions and functions.

• Validate reported savings using supporting evidence, finance review, run-rate logic, timing assumptions, and P&L realization analysis.

• Differentiate between identified, actioned, in-flight, realized, and at-risk benefits so leadership has a clear view of what is committed versus what is actually flowing through financial results.

Monthly P&L Accountability and Governance

• Design and lead monthly P&L accountability reviews to assess delivery against targets, identify risks, challenge assumptions, and confirm actions required to close gaps.

• Provide disciplined governance over initiative owners, ensuring that savings and value creation plans have clear owners, milestones, financial impact, and evidence expectations.

• Escalate material risks, missed milestones, low-confidence initiatives, data quality issues, and resourcing gaps with clear recommendations and decision asks.

• Prepare executive updates for the CFO, CEO, COO, Executive Committee, and New Mountain Capital focused on value realized, risks to target, pipeline quality, and required decisions.

Regional and Functional Value Creation Execution

• Partner with regional leadership and functional leaders to define, challenge, and execute savings and value creation initiatives by country, function, and business unit.

• Support country-level and function-level target setting while maintaining central visibility, comparability, and governance across the global platform.

• Drive value creation workstreams across procurement, workforce efficiency, SG&A, go-to-market, service delivery, shared services, facilities, technology, process standardization, and operating model simplification.

• Ensure value creation plans balance financial value with business continuity, client impact, talent retention, control environment, and long-term scalability.

Integration Partnership and Deal Lifecycle Alignment

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