Senior Director, Business System Office

## About us At Viasat, the work you do helps people stay connected in ways that matter, from everyday moments to critical missions across air, land, sea, and space. We’re a place for people who are curious, bold, and motivated by meaningful work. Here, you'll have the opportunity to make an impact, explore new possibilities, and grow your career in ways that align with your interests and goals.

When you're ready to take on something new, you'll find leaders who support your development and help you turn your ambition into action. ## What you'll do The Sr. Director, Business System Office owns the method and the people who carry it.

This role leads the strategy, culture, and implementation of the continuous improvement system across Viasat, and is accountable for building the internal bench that allows the company to run its own improvement work and build organizational capability at scale.

This leader owns the Viasat Business System, the enterprise framework that connects strategy deployment, operational excellence, performance improvement, and capability development into a single, integrated approach for driving results. The Sr.

Director is the architect of the Viasat Business System: the common language, tools, standard work, and operating cadence used by every business area and corporate function to set direction, solve problems, and improve performance.

The role directs the Strategy Deployment Process (SDP), drives mastery of the Business System toolset, partners with senior executives on OKR setting and cross-functional execution, and develops and certifies internal talent.

The role also enables the systematic redesign of enterprise processes through the application of business system methodologies, digital technologies, workflow automation, analytics, and AI, ensuring improvement deliver meaningful gains in productivity, quality, employee experience and business performance.

The role partners closely with executive leadership to translate strategic priorities into measurable outcomes, improve cross-functional execution, eliminate organizational barriers, and ensure the enterprise has the processes, disciplines, and capabilities required to achieve its objectives. This is a hands-on builder's seat, not a staff advisory role.

The successful candidate has personally led 20 or more improvement events and has built that capability in others.

Beyond leading improvement initiatives, the Senior Director is accountable for creating a self-sustaining culture of execution excellence by building internal practitioner capability, developing leaders, reducing reliance on external consulting support, and establishing the governance, coaching, and operating disciplines necessary to sustain long-term performance improvement.

Success is measured through improved enterprise performance, stronger execution of strategic priorities, increased organizational capability, finance-validated business results, adoption and maturity of the Viasat Business System, and the organization's ability to continuously improve independent of external resources. The Sr.

Director, Business System Office (how we execute) partners closely with the Director, Enterprise Strategic Initiatives (what we do ) and the Director, Enterprise Performance & Reporting (how we measure and communicate success).

Together, these three seats operate as one integrated system. ## Strategy Deployment Process (SDP) - Direct the design, implementation, and continuous improvement of the enterprise Strategy Deployment Process, translating strategic priorities into executable, measurable, and owned actions tied to core business metrics. - Own the policy deployment methodology end to end: breakthrough objective selection, catch ball and alignment cycles, Hoshin Kanri/X-matrix or equivalent alignment artifacts, action plan development, and the review cadence that keeps plans live rather than shelved. - Facilitate annual and mid-year strategy deployment sessions with the executive leadership team, business area presidents, and corporate function leaders. - Ensure vertical alignment from enterprise objectives through business area and functional plans to team-level standard work, and horizontal alignment across functions whose work depends on one another. - Establish the standard for how strategic objectives are resourced, sequenced, and counter measured when off track. - Build coaching capability that allows business leaders to run their own SDP cycles with decreasing central support over time ## Business System Tool Mastery - Own the definition, documentation, and evolution of the Viasat Business System toolset, including Kaizen and rapid improvement events, Daily Management, structured Problem-Solving Process (A3, 8D, or equivalent), Standard Work, Value Stream Mapping, Transactional Process Improvement, 5S, error proofing, and Lean and Growth methodologies. - Assess organizational maturity against a defined business system maturity model, publish the assessment, and drive targeted capability building where gaps exist. - Personally lead high-impact improvement events in the business, setting the standard for scoping, preparation, facilitation, follow-through, and results validation. - Maintain and publish the standard work, templates, playbooks, and event kits that make the tools repeatable without central involvement. - Continuously evolve the toolset so it fits the actual business portfolio, extending into engineering, software, services, supply chain, and corporate function applications. - Establish tool selection guidance so teams apply the right method to the right problem rather than defaulting to the most familiar one. - Define and govern the naming, branding, and internal identity of the business system, and build the communication approach that makes it recognizable and credible across the company. ## OKR and Cross-Functional Leadership - Serve as an advisor to executive leadership on organizational effectiveness and performance improvement opportunities. - Partner with senior executives across business areas, central functions, and corporate functions , to support the translation of deployed strategic priorities into aligned OKRs with clear ownership and measurable outcomes and help identify and remove operational bottlenecks that cross organizational lines. - Establish governance mechanisms that ensure business priorities and improvement initiatives are aligned to enterprise strategic objectives and financial commitments. - Lead cross-functional improvement work where no single leader owns the end-to-end process, and broker the trade-offs required to make the whole flow better rather than optimizing one function at the expense of another. - Foster a culture of accountability in which commitments are visible, progress is reviewed on a known cadence, and misses generate countermeasures rather than explanations. - Partner with the Director, Enterprise Performance & Reporting to ensure OKR traceability, metric definitions, and Bowler reporting reflect the improvement work accurately and connect to the financial plan. - Serve as an objective, credible voice in front of P&L owners when improvement work surfaces uncomfortable findings about process, structure, or performance. ## Talent and Culture Development - Build and own the internal certification model for business system practitioners, including curriculum, certification criteria, event requirements, assessment standards, and recertification. - Recruit, train, coach, and certify a network of practitioners embedded in the business units, without adding headcount, and grow that network over time. - Develop and deliver leader-level training so executives and managers can lead improvement rather than sponsoring it from a distance. - Cultivate a culture of ambitious goal setting, curiosity, structured problem solving, and high performance, and reinforce it through recognition, visible results, and leader standard work. ## Transformation a