Corpay Jobs in Kentucky (NOW HIRING)

CORPAY is currently looking to hire a VP, Operational Excellence, within our Operations division. This position falls under our Corporate Payments line of business and is located in our Brentwood or Atlanta office. In this role, you will lead the strategy, development, and execution of enterprise capabilities that enable our Operations organization to continuously improve, scale effectively, adopt change successfully, and deliver a consistent experience for customers and employees.

This executive will lead three integrated functions:

• Operational Excellence
• Operational Readiness

The Vice President of Operational Excellence will establish the frameworks, governance, capabilities, and operating disciplines required to identify opportunities, simplify and standardize processes; improve performance, strengthen organizational knowledge, and ensure the business is prepared to successfully implement and sustain new products, technologies, processes, and operating models.

This leader will partner closely with Operations, Product, Technology, Transformation, Customer Experience, Risk, Compliance, and other business leaders to translate strategic priorities into sustainable operational outcomes.

Success in this role requires an executive who can operate at both the strategic and execution levels, defining the vision and operating model while ensuring initiatives produce measurable improvements in efficiency, quality, customer experience, employee effectiveness, scalability, and business performance.

You will report directly to EVP, Operations Corpay Payables and regularly collaborate with teams and departments.

As a VP, Operational Excellence, you will be expected to work in an office environment. CORPAY will set you up for success by providing:

• Assigned workspace in office.

The responsibilities of the role will include:

• Defining and leading the Operational Excellence strategy and operating model for the organization.
• Establishing an enterprise framework for identifying, prioritizing, governing, and measuring operational improvement opportunities.
• Developing a multi-year Operational Excellence roadmap aligned to Corpay's strategic, customer, technology, and operational priorities.
• Creating common methodologies and standards for process improvement, process design, workflow optimization, problem solving, performance management, and benefits realization.
• Partnering with senior leaders to identify opportunities to improve customer experience, employee experience, productivity, quality, controls, scalability, and cost effectiveness.
• Establishing clear measures of operational performance and create mechanisms that allow leaders to identify trends, risks, constraints, and improvement opportunities.
• Developing business cases and value frameworks that quantify the financial and operational impact of improvement initiatives.
• Ensuring improvement efforts result in measurable and sustainable outcomes rather than one-time project improvements.
• Building a culture of continuous improvement by developing operational excellence capabilities throughout the organization.
• Serving as an executive advisor to Operations leadership on organizational design, process strategy, operating model effectiveness, and transformation priorities.

• Leading and developing the team responsible for enterprise operational excellence and continuous improvement.
• Processing discovery, documentation, and end-to-end process analysis.
• Processing redesign, simplification, standardization, and optimization.
• Lean, Six Sigma, root-cause analysis, and structured problem-solving methodologies.
• Workflow and operating model design.
• Identification of automation and technology enablement opportunities.
• Operational performance measurement and KPI design.
• Capacity, productivity, and efficiency analysis.
• Control-point and operational-risk identification.
• Customer and employee journey improvement.
• Benefits identification, measurement, and realization.
• Facilitation of cross-functional improvement initiatives.
• Development of repeatable Operational Excellence standards, tools, playbooks, and governance.
• Establish mechanisms to ensure improvements become embedded into standard operating procedures, technology, knowledge, performance measures, and management routines.
• Providing executive leadership for theKnowledge Strategy & Enablement function, establishing knowledge as a strategic operational capability rather than simply a repository of documentation.
• Defining and executing an enterprise Knowledge Management Strategy aligned with business, customer, employee, and technology priorities.
• Establishing standards and governance for the creation, review, approval, maintenance, retirement, and ownership of operational knowledge.
• Developing a scalable knowledge architecture, taxonomy, content model, and governance framework.
• Ensuring employees have timely access to accurate, relevant, searchable, and actionable information required to perform their roles.
• Establishing clear ownership and accountability for knowledge across Operations and partner organizations.
• Developing authoring standards, templates, quality requirements, and content lifecycle practices.
• Improving knowledge findability, usability, consistency, and reuse across teams and platforms.
• Partnering with Technology, Product, Operations, and Customer Experience teams to ensure knowledge capabilities support digital experiences, employee tools, self-service, automation, and AI-enabled solutions.
• Developing knowledge strategies that enable future AI and intelligent-assistance capabilities through well-governed, structured, trusted content.
• Establishing measurement frameworks for knowledge effectiveness, including adoption, search success, content quality, utilization, knowledge gaps, and impact on operational outcomes.
• Building sustainable knowledge-management capabilities within operational teams through training, governance, coaching, and clearly defined roles.
• Ensuring new processes, products, policies, and technologies are supported by complete and accurate knowledge before implementation.

• Leading the Operational Readiness function responsible for ensuring Operations is prepared to successfully absorb and sustain organizational change.
• Establishing a standardized Operational Readiness framework for initiatives involving new products, platforms, technology, customer experiences, regulatory requirements, processes, policies, or operating models.
• Defining enterprise Operational Readiness standards, criteria, governance, and stage gates.
• Partnering with Product, Technology, Program Management, Operations, Risk, Compliance, and other stakeholders early in the initiative lifecycle to identify operational impacts and readiness requirements.
• Conducting structured business and operational impact assessments.
• Ensuring operational requirements are incorporated into initiative planning and solution design.
• Assessing impacts to people, processes, technology, controls, knowledge, training, communications, staffing, service models, reporting, and customer experience.
• Establishing readiness plans with clear deliverables, owners, dependencies, risks, and completion criteria.
• Coordinating development of standard operating procedures, knowledge content, training, communications, support models, escalation paths, and performance measures.
• Establishing objective go-live readiness criteria and provide leadership with transparent assessments of operational readiness and risk.
• Supporting launch planning, business acceptance, implementation, stabilization, and hypercare.
• Ensuring ownership transitions effectively from project teams into business-as-usual Operations.
• Developing post-launch measurement practices to evaluate adoption, process performance, employee readiness, customer impact, and realization of expected benefits.
• Identifying readiness gaps early enough for leaders to make informed scope, sequencing, resource, and go-live decisions.
• Continuously improve the readiness methodology using lessons learned from implementations.

• Ensuring Operational Excellence, Knowledge Strategy & Enablement, and Operational Readiness operate as an integrated capability.
• Processing improvements are reflected in operational knowledge and training.
• Transformation initiatives include operational requirements from the beginning rather than immediately before implementation.
• Knowledge and enablement requirements are incorporated into solution design.
• Employees understand not only what is changing, but how to successfully operate in the future state.
• New solutions have defined processes, ownership, controls, knowledge, training, support models, metrics, and escalation paths before launch.
• Post-launch performance is monitored, and improvement opportunities are captured and addressed.
• Lessons learned are systematically incorporated into future transformations and operating standards.

• Building, leading, coaching, and developing high-performing Operational Excellence, Knowledge Strategy & Enablement, and Operational Readiness teams.
• Establishing clear organizational structures, roles, responsibilities, and career paths across the functions.
• Recruiting and developing leaders and practitioners with strong process, transformation, knowledge, readiness, analytics, and change-management capabilities.
• Establishing consistent methodologies, standards, tools, and performance expectations.
• Building consulting and facilitation capabilities that enable the teams to effectively partner with business leaders.
• Creating a strong talent pipeline and succession plans for critical leadership roles.
• Fostering an environment of accountability, curiosity, collaboration, continuous learning, and outcome-oriented execution.
• Establishing governance for the Operational Excellence portfolio and ensure resources are focused on the highest-value opportunities.
• Creating transparent prioritization criteria incorporating customer impact, strategic alignment, financial value, risk reduction, operational capacity, regulatory requirements, and implementation complexity.
• Developing executive-level reporting that communicates progress, benefits, risks, dependencies, capacity, and key decisions.
• Maintaining visibility into enterprise operational improvement opportunities and readiness demand.
• Identifying systemic themes across initiatives and convert individual improvement opportunities into broader enterprise capabilities.
• Partnering with Finance to validate financial benefits and track realized value.
• Ensuring initiatives have clear executive sponsorship, accountability, objectives, metrics, and decision rights.

• Serving as a strategic partner to senior Operations and business leadership.
• Influencing across functions and organizational boundaries to drive alignment and execution.
• Translating complex operational issues into clear executive-level recommendations and decisions.
• Providing objective assessments of operational maturity, readiness, performance, and risk.
• Facilitate executive discussions involving competing priorities, cross-functional dependencies, and transformation decisions.
• Championing customer-centric and employee-centric design when evaluating operational changes.
• Representing Operations in enterprise transformation, technology, product, and strategic planning discussions.

• Bachelor's degree in Business, Operations, Engineering, Finance, Organizational Leadership, or a related discipline; advanced degree preferred.
• 12+ years of progressive experience in Operations, Operational Excellence, Continuous Improvement, Business Transformation, Program Management, Process Engineering, or a related discipline.
• Significant senior leadership experience building and leading teams responsible for enterprise transformation or operational improvement.
• Demonstrated success developing and executing enterprise Operational Excellence strategies.
• Experience leading large, complex, cross-functional transformation initiatives.
• Demonstrated experience improving end-to-end business processes across organizational boundaries.
• Experience establishing governance, operating models, methodologies, and performance-management frameworks.
• Strong knowledge of Lean, Six Sigma, process redesign, workflow optimization, root-cause analysis, and continuous-improvement methodologies.
• Experience translating operational opportunities into measurable financial and business value.
• Strong executive communication and presentation skills with the ability to simplify complex issues and influence senior leaders.
• Demonstrated ability to operate successfully in complex, matrixed organizations.

• Experience building or leading an enterprise Knowledge Management, Knowledge Strategy, or Knowledge Enablement capability.
• Experience developing knowledge governance, content lifecycle management, taxonomy, knowledge architecture, or enterprise knowledge platforms.
• Experience preparing organizational knowledge for AI, intelligent search, agent-assist, or digital self-service capabilities.
• Experience establishing an enterprise Operational Readiness or Business Readiness function.
• Experience supporting major product launches, technology implementations, platform migrations, operating-model transformations, or customer-experience changes.
• Experience with organizational change management, communications, training, adoption, and capability-building disciplines.
• Lean Six Sigma Black Bel