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Director Transformation

About the position

Join Atlas Air Worldwide. Move the World with Us! At Atlas Air Worldwide, we’re not just an airline, we’re a global engine powering cargo, passenger, and leasing operations across more than 70 countries. As a leader in outsourced aviation logistics, we’re built on a foundation of safety, service excellence, integrity, innovation, teamwork, and responsibility. With over 30 years of history, a modern all-Boeing fleet, and nearly 5,000 teammates collaborating across operations, technical, and corporate functions, we’re driven by purpose. If you're ready to grow, innovate, and help us deliver excellence every single day, you belong here. The Director, Transformation & Value Creation plays a critical role within Atlas Air’s Value Creation Office (VCO), owning the end-to-end delivery of a defined pillar within the Value Creation Plan (VCP), with accountability for realized EBITDA impact. This role translates strategic priorities into a focused portfolio of executable initiatives and drives them through disciplined execution, rigorous governance, and measurable financial outcomes. The Director operates as the single point of accountability for value delivery within their pillar, ensuring initiatives progress from ideation through implementation to sustained value realization. In addition, the Director manages a small team to implement governance, value tracking, and reporting across the entire VCP. The Director leads through influence across senior stakeholders, enforces prioritization and trade-offs, and ensures the organization remains focused on the highest-value opportunities. This is a high-visibility, high-accountability role requiring pace, ownership, and the ability to deliver results in a complex, cross-functional, and performance-driven environment. Values and Behavioral Standards: To ensure the effective communication and application of company values and behavioral standards, as stated in our company “Code of Conduct” policy, and to respond appropriately in the event of deviations. The employee is expected to adhere to all company policies and to act as a role model in the adherence to company policies.

Responsibilities

Own a defined pillar of the Value Creation Plan, with accountability for end-to-end delivery and financial outcomes across a portfolio of initiatives.
Develop and refine robust, investment-grade business cases, including value drivers, implementation roadmap, risks, and dependencies.
Drive execution by mobilizing cross-functional teams, removing roadblocks, and holding stakeholders accountable to timelines and outcomes.
Ensure sustained value realization by actively managing performance vs plan and intervening where delivery or value is at risk.
Continuously re-underwrite initiatives, reallocating resources toward highest-return opportunities and stopping or reshaping underperforming efforts.
Directly lead the most complex, high-value, or at-risk initiatives within the pillar.
Partner with functional leaders to translate strategy into executable plans with clear ownership and KPIs.
Manage cross-functional dependencies and sequencing to ensure initiatives deliver coherently and without value leakage.
Proactively intervene in underperforming or at-risk initiatives, diagnosing root causes and driving corrective actions to recover value.
Operate through a “player-coach” model, balancing direct initiative leadership with oversight of portfolio governance and value tracking.
Directly manage and develop a Senior Manager responsible for portfolio management, value tracking, and reporting.
Ensure portfolio governance outputs are decision-oriented, forward-looking, and directly inform prioritization, intervention, and resource allocation.
Oversee the integrity of initiative tracking, ensuring: Accurate scope, timelines, and financial impact; Clear and consistent value definitions; Logical, non-overlapping methodologies across initiatives
Ensure strong linkage between portfolio reporting and operational reality.
Ensure all VCP value claims are audit-ready, with clear baselines, methodologies, and traceability to financial results, including assumption validation and variance reconciliation.
Translate operational performance into realized P&L outcomes, ensuring no disconnect between execution and financial reporting.
Define and monitor leading operational indicators that predict financial performance.
Own the financial narrative for one pillar, ensuring all initiatives have defensible, Finance-aligned value tracking methodologies.
Lead preparation of materials for Steering Committees, executive leadership, and Board meetings.
Communicate progress, risks, and value delivery in a clear, concise, and decision-oriented manner.
Clarify decision rights and escalation pathways across initiatives to enable speed and accountability.
Drive prioritization and trade-off decisions to maximize enterprise value.
Act as a trusted thought partner to senior leadership, constructively challenging assumptions and driving data-based decisions.

Requirements

Bachelor’s degree required.
7–10 years of experience in consulting, transformation, strategy, operations, or value creation roles.
Demonstrated track record of delivering measurable financial impact through complex, cross-functional initiatives.
End-to-End Ownership: Operates as a true owner of outcomes, accountable for both execution and realized value.
Prioritization & Trade-offs: Focuses the organization on the few initiatives that matter most, deprioritizing lower-value work.
Leadership & Team Development: Ability to manage and develop high-performing team members while setting clear direction and expectations.
Strategic & Structured Thinking: Breaks down complex problems into actionable plans with clear priorities.
Intellectual Honesty: Willing to challenge assumptions, surface risks, and recalibrate when value is not materializing.
Bias for Action: Drives progress with urgency, even in ambiguity, without waiting for perfect information.
Financial Acumen: Deep understanding of value creation, EBITDA impact, and performance tracking.
Stakeholder Influence: Effectively influences senior leaders and drives alignment without formal authority.
Communication: Distills complex topics into clear, executive-ready messaging.
Governance Discipline: Maintains rigor in tracking, reporting, and execution while enabling speed and flexibility.

Nice-to-haves

Advanced degree (MBA or master’s in business, finance, or economics) preferred.
Experience operating within a formal Value Creation Plan, transformation office, or equivalent governance structure preferred.
Aviation, logistics, or asset-heavy operations experience preferred.

Benefits