Job Description
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. Major Job Accountabilities: Pillar Ownership & Value Delivery 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. Initiative Leadership & Execution 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. Team Leadership & Portfolio Oversight 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. Value Tracking & Financial Integration 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.