Head of Transformation Cigna

1) Transformation Leadership & Operating Model

• Define, own, and continuously re-prioritize the MEA transformation roadmap, with explicit accountability for sequencing initiatives based on regulatory urgency, value at risk, and delivery capacity.
• Hold authority to recommend stopping, pausing, or re-scoping initiatives that do not deliver measurable outcomes or jeopardize regulatory or operational stability.
• Evolve and lead the Transformation Office (TO) including Lean Portfolio Management, ensuring value streams are defined, funded, and sequenced. Oversee execution of enterprise initiatives, impacting MEA value streams.
• Institutionalize agile and product-led operating models across MEA, ensuring adoption translates into faster time-to-market, improved delivery predictability, and measurable flow improvements.
• Partner with the business and support functions, to align operating model changes, budget cycles, workforce plans, vendor strategies, and benefit realization.

2) Program & Initiative Delivery (Execution Excellence)

• Own the delivery of a multi-year enterprise transformation portfolio, including but not limited to digital distribution, customer self-service, claims and medical cost transformation, provider network enablement, and core platform modernization.
• Accountable for delivery outcomes across a matrixed environment, including dependencies on Operations, Technology, Finance, Markets, and third-party vendors.
• Drive cross functional collaboration and dependencies management (Scrum of Scrums, ART Sync), ensuring blockers are escalated and resolved quickly.
• Institutionalize benefits realization, tracking both leading indicators (adoption, and lagging outcomes.

3) Change Management & Culture

• Champion agile and customer centric mindsets; coach executives and teams on lean/agile, product ownership, and hypothesis driven delivery.
• Design and execute change plans (communications, stakeholder mapping, training, role clarity, incentives) using proven frameworks.
• Build on transformation capability by developing delivery talent (RTEs, Scrum Masters, Product Owners, PMs, BAs) and shaping Communities of Practice.

4) Data, Technology & Process Modernization

• Advance data and analytics foundations (data quality, governance, BI/self service, AI/ML use cases) to improve business outcomes.
• Lead process re engineering and automation (Lean, Six Sigma, workflow digitization, RPA).
• Partner with Technology while retaining outcome accountability for platform modernization, data foundations, integration simplification, and automation that materially reduce operational risk, cost-to-serve, and regulatory exposure.
• Act as a senior counterpart to Technology leadership to challenge delivery plans, vendor dependencies, and sequencing decisions.

5) Benefits Realization & Value Tracking

• Own benefits realization end-to-end, with explicit linkage between initiatives and financial, operational, and regulatory outcomes; ensure benefits are auditable, tracked, and reflected in business performance.

6) Risk, Compliance & Regulatory Alignment

• Ensure all transformation initiatives are fully aligned with MEA regulatory requirements, with clear ownership of remediation plans, delivery milestones, and executive escalation where risks emerge.
• Proactively manage risk (operational, technology, data, third party) via robust controls, testing, and audit readiness.

7) Executive Reporting & Stakeholder Management

• Provide clear, decision-oriented executive reporting to the CEO and leadership team, including delivery risks, trade-offs, and recommendations.
• Serve as a thought partner to the CEO and leadership team, shaping priorities, investment decisions, and enterprise cadence.