Vice President, Strategic Planning & Project Management

RB Global is executing a multi-year plan to roughly double GTV. This role owns the work that holds that plan together: the strategy itself, the strategic case for what we acquire, and the operating cadence that converts both into results. You will work for the CDSO and in close support of the CEO. You will do your own analysis and writing, lead a PMO team of four, and drive cross-functional work without relying on formal authority. You are expected to stay close enough to execution to know whether a commitment is real, and you will have latitude to reshape the team as you learn where the leverage is.

What you'll own

Five-year strategy. Maintain the plan as a living document rather than an annual artifact. Refresh it with inputs from finance, commercial, and the operating units, pressure-test the growth math, and turn it into a "how we win" narrative that leaders across the company can repeat without a deck in front of them.

M&A strategy. Define where we should be looking and why. Build the thesis and value case for each space, size the markets, and set the screening criteria that focus the pipeline. Corporate Development runs sourcing and execution; you set the direction it points.

Physical footprint strategy. When the growth plan calls for using our physical presence in a way we don't today — retail locations, container storage, new service formats, added warehousing — you shape the strategy and build the business case. Properties owns the portfolio and takes it from approval through execution.

PMO. Lead the office that keeps strategic initiatives and post-acquisition integrations on track: owners, milestones, dependencies, and measures of success, with slippage surfaced early enough that it can still be fixed. You inherit four people and are expected to form a view on what the function should become. If the case for more capacity holds up, make it.

Planning and performance cadence. Drive the weekly, monthly, quarterly, and annual rhythm: KPI reporting, business performance reviews, and the planning cycle itself. This is chief-of-staff work in substance.

What you'll bring

• 5 years’ experience in top-tier strategy consulting firm and or roughly 5 – 10 years of experience, including at least two years at a leading strategy consulting firm.
• You build the model yourself, know which assumptions actually move the answer, and separate fact from estimate.
• You can frame a complicated issue in two pages, make a recommendation, and answer the hard question directly.
• You have changed a senior leader's mind and moved another function to act without authority over it
• You can describe what changed after the presentation: a process, a commercial result, a customer outcome, a decision.
• You have led people and can raise the level of a small team of analysts and project leads. The team extends your reach; it does not replace your own work.
• Judgment and discretion. You will see the plan, the pipeline, and the numbers before most of the company does.
• You have experience preparing materials for and presenting to Board of Directors