Head of Change Management Organizational Engagement

This role works in close partnership with the Head of Brand & Communications, with each leader anchoring a distinct half of the same outcome. The Head of Brand & Communications leads what Choreo is saying, what it means, and how it comes to life at the enterprise level. This role leads how people — especially client-facing teams — experience, influence, and adopt the changes behind it.

• Build change management plans for major enterprise initiatives, with particular emphasis on those affecting client-facing teams, including stakeholder and impact assessments, readiness diagnostics, and reinforcement plans
• Define what strong adoption looks like for each initiative in measurable terms, and track it through to completion — with client-facing adoption as a primary lens
• Sequence and coordinate concurrent change initiatives so client-facing teams move through them with clarity and momentum, without competing demands colliding at the point of delivery
• Surface resistance, confusion, and unresolved dependencies among client-facing teams early, while there's still time to address them

• Own the communications strategy and operating rhythm for client-facing teams affected by change — sequencing, channel discipline, and message relevance across concurrent initiatives
• Coordinate communications to client-facing teams across transformation, technology, service, and growth initiatives so messaging is consistent and well-timed
• Build feedback loops that give client-facing teams a real opportunity to shape initiatives, and show them what their input changed

• Build a repeatable methodology for the human side of mergers, acquisitions, and major organizational integrations, with specific attention to newly joined client-facing teams
• Lead the adaptive work around identity, culture, and belonging for newly joined or acquired client-facing teams
• Track the lived experience of integrated client-facing teams over time, well beyond the point of close

• Build and run listening mechanisms before, during, and after major change, with client-facing teams as a primary audience — pulse surveys, structured interviews, focus groups
• Synthesize what's heard into a small number of clear themes and concrete recommendations for leadership

• Establish the intake, prioritization, and escalation process that governs how change initiatives move through the firm, with clear checkpoints for anything reaching client-facing teams
• Define decision rights and change-readiness criteria that initiative owners are expected to meet before launch, especially for initiatives touching client-facing teams
• Build the standing methodology, templates, and measurement framework that make change management repeatable across initiatives, independent of any one project team

• 8+ years of experience in change management, organizational effectiveness, or a closely related discipline, with demonstrated ownership of enterprise-scale initiatives affecting client-facing organizations
• Direct experience owning communications strategy and cadence for a large organization, spanning both internal (employee) and client-facing audiences
• Direct experience leading the human/organizational side of M&A integration, including the post-close experience of client-facing teams
• Hands-on experience designing and running organizational listening mechanisms for client-facing populations and translating results into leadership recommendations
• Strong program management discipline: scope definition, milestone tracking, risk mitigation, and stakeholder reporting across multiple concurrent workstreams
• Experience establishing change governance — intake, prioritization, and decision rights — across a portfolio of concurrent initiatives
• Strong executive presence; ability to influence and align senior stakeholders without formal authority over them
• Comfortable operating with ambiguity and shifting priorities in a fast-growing, actively integrating organization
• Experience in financial services, wealth management, or an RIA environment, with direct exposure to advisor or client-facing populations
• Change management certification (Prosci or equivalent), or demonstrated equivalent hands-on expertise

• Adoption of major initiatives improves among client-facing teams, measured against a defined baseline for each rollout
• Time-to-adoption shortens; friction and rework on priority programs decrease, particularly for initiatives touching client-facing teams
• Changing governance (intake, prioritization, readiness criteria) is used consistently across initiative owners
• Listening to data from client-facing teams becomes a recurring input to leadership decision-making
• Integrated client-facing teams (post-M&A) show measurable improvement in retention and engagement relative to pre-integration baselines

• Deep understanding of organizational behavior and changing adoption principles, particularly among client-facing populations
• Skilled at bringing clarity and sequencing complex, high-stakes situations
• Build trust and followership quickly across all levels, including with client-facing leaders
• Resilient and adaptive in a fast-paced, still-forming function