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Qatar Airways Group is pleased to announce an exciting opportunity for the position of Head of Transformation, a leadership role that will play a critical part in shaping and delivering the next phase of the Group's Strategy & Transformation journey. Several Head positions are open, for each strategic pillar, including key areas like Customer Experience, Operations, MRO, Digital & AI, Retail.

Reporting to the Vice President Transformation, this role will lead a team of business transformation partners and specialists mobilizing, orchestrating, and driving enterprise-wide transformation initiatives for the assigned areas, ensuring alignment with the organization's future vision. This role will lead the identification, assessment, and shaping of high-value transformation opportunities that enhance operational performance, customer experience, and sustainable business growth.

The successful candidate will partner with business leaders to translate strategic priorities into executable transformation initiatives. Working closely with the Process Excellence, Enterprise Data & Analytics (EDA), Business Finance and Value Realisation Office (VRO) teams, the role will ensure robust governance, data-driven decision making, integrated execution, independently verified benefits realization, and continuous improvement across the organization.

A key accountability of this position will be to champion and oversee the successful integration of transformation initiatives together with Process Excellence capabilities, including change management, lean six sigma, task mining, process mining, as well as innovation capabilities, including the delivery of the Digital & AI roadmap in collaboration with Information Technology and the different business stakeholders. The expected outcomes are tangible and measurable improvements across customer experience, operations or financial that the business owns and sustains.

Accountabilities

• Own and maintain the transformation roadmap for the assigned strategic pillar across all involved business units

• Shape and qualify transformation opportunities through evidence-based problem definition and value assessment

• Establish clear sponsorship, governance, resources, milestones and decision rights

• Lead priority cross-functional initiatives from mobilisation through implementation and stabilization

• Track financial, operational, customer and people benefits with Business Finance, EDA, VRO. Validate benefits before approval and reconcile them with delivered results

• Transfer new capabilities and improved processes into the business with clear operational ownership

• Run stage-gate reviews with the VRO, escalating material delivery or value risks and stopping, resetting or reprioritising initiatives where evidence requires

• Embed the strategic roadmap into annual planning, budgeting and executive scorecards, applying the Group transformation playbook and standards

• Direct embedded Transformation Partners and external advisers, ensuring knowledge transfer, capability building and a strong national talent pipeline

• Operate within clear boundaries: Strategy sets direction, Transformation orchestrates delivery and value assurance, and business leaders remain accountable for outcomes