Sr. Director, Analysis & Engagement

Infor is hiring a Senior Director, Analysis & Engagement to compress the time from business intent to outcome: to shape what Infor's internal AI capability takes on, lead the business analysts who scope and manage that work with an AI-first method of discovery acceleration, and carry the analysis function through a tectonic shift from BI-centric reporting to AI-enabled ways of working. This is an accountable executive role. The leader owns the capability's demand and prioritization, informed by the AI Council and held accountable through the PMO, and carries the work to the executive leadership team, including the CEO, CFO, and CIO. Success is the quantity of high-quality, highly visible work the capability delivers and executives value, not the volume of requests it fields.

The leader operates as a principled entrepreneur and as one of three capability leaders who succeed together, collaborating so that prioritized demand, the data it needs, and the platform that serves it move as one. They run the enablement that turns AI capability into adoption the business can feel, and they represent the capability's data and AI point of view across Infor and Koch, bringing outside knowledge back in. The role calls for the judgment and communication of an accountable executive in a Principle-Based Management environment: comparative advantage, a contribution-motivated mindset, intellectual honesty under disagreement, and the clarity to carry value to leaders both technical and not. Their first priority is the team: they inherit an established analysis organization with real strength and real distance to travel, and are accountable for growing it into one that works the new way.

Data & AI is Infor IT's integrated capability for internal AI: Trusted Data Products, AI Engineering & Platform, and Analysis & Engagement. Scope is internal AI for Infor employees and operations, not customer-facing product AI. Operating principles: choose the work by the value it returns and deliver it at a quality and volume executives notice, not by the requests it clears; allocate talent by comparative advantage against clear time horizons, success criteria, and accountabilities; ship outcomes, not slides. Infor is actively investing in and scaling this capability through 2026 and beyond.

Analysis & Engagement is the demand side of the capability: it translates business intent into prioritized, well-scoped AI and data work through AI-first discovery, feasibility analysis, and scope validation; runs the enablement that helps the business adopt AI; and carries the capability's point of view across Infor. The work compounds when the capability takes on what matters and delivers visibly, and when AI lands as a new way of working rather than as tools nobody uses. The leader sets that operating model, leads close to the work and to the business, and has the executive presence to be trusted in the room while keeping current delivery whole through a transition that should change how the analysis organization works, not only what it uses.

* Lead and grow the team. Lead, mentor, and develop the business analysts, data analysts, and engagement leads; allocate the work by comparative advantage; and bring an established analysis organization to the frontier, not only keep it running.

* Own demand and prioritization: decide what the capability takes on and in what order. Coordinate the AI Council, which informs priorities; collaborate with the PMO, which holds the work accountable; and escalate to the VP, Data & AI only when priorities cannot be resolved. Choose for value and visibility, and make the tradeoffs explicit.

* Accelerate discovery with an AI-first method: business analysts scope and manage projects, data analysis supports feasibility studies, scope validation, and excavation of the real requirement, and collaboration with the data product teams keeps scoped work landing on certified data.

* Deliver a flow of high-quality, executive-valued work: a steady volume of visible wins the business feels, not a backlog of requests fielded. Set the standard for how findings and outcomes are framed and defended to senior leaders.

* Lead the BI-to-AI transition as a change in ways of working: reorient the analysis organization with named role-level conversion targets, executed quarter by quarter, so the team works the new way while current delivery stays whole.

* Run AI enablement and drive adoption: coaching, office hours, and peer practice that move the business to real usage, with productivity reported in proxies executives trust (time saved, capacity reallocated, decision quality, and employee sentiment), not vanity counts.

* Carry the capability outward: represent Data & AI to the executive leadership team and across Infor and Koch, bringing outside knowledge back in to sharpen what the capability builds.

* Experience in advanced analytics, BI insights, as business-facing leadership at the Director level and above, with prior Senior Director or equivalent scope.

* C-suite presence with evidence: has built and carried the narrative for a function to a CEO, CFO, CIO, or equivalent audience and influenced decisions in the room, not just reported into it.

* Experience across all three faces of this role rather than one at the expense of the others: shaping and prioritizing demand and leading the business analysts who scope it, running an analytics or insights function and the platforms beneath it (Power BI, Tableau, or peer), and driving enablement and adoption.

* Has led a team and an operating model through a real transformation in how the work is done, not only what tools it uses: evidenced by a team that ended up materially more capable, on a cadence, without breaking what the business depended on.

* Has owned demand and prioritization for a capability or function: decided what got built and in what order against competing executive pressure, and was accountable for the outcomes, not only the intake. Accountable for regular reporting and workload prioritization and delivery optimization; engaging with project managers and program managers to achieve.

* Has delivered a visible flow of valued outcomes rather than a few showcase projects: executives could point to a stream of work the business felt and trusted.

* Personal AI fluency at the frontier of the analyst's craft: fluent enough with common BI platforms (PowerBI, Tableau, etc.) and LLM assistants and agents, and how analysis changes when they are in the loop, to set the new standard and pull a team toward it, not to manage it from a distance.

* Background in business analysis or solution delivery with a visible AI motion built on top, not adjacent.

* Stood up rapid, high-priority engagement teams for time-sensitive executive work.

* Took an established BI or reporting team through a genuine shift to AI-enabled work, with the conversion evidence to show for it.

* Designed adoption and productivity measurement executives trusted (time saved, capacity reallocated, decision quality, employee sentiment), not vanity usage counts.

* Depth of data understanding SQL experience, understanding semantic layer and common medallion / data marketplace structures and programs; schema construction.

* Represented a data and AI point of view across a broad enterprise or multi-company group and brought outside practice back in.