Change Lead

THE POSITION Our roster has an opening with your name on it FanDuel is seeking a strategic and collaborative Change Management Lead within the Central Product and Operations team. This role is critical in driving successful adoption of key business initiatives and ensuring organizational readiness across complex, cross-functional programs. The Change Management Lead will be responsible for designing and executing structured change strategies that align stakeholders, strengthen engagement, and embed sustainable ways of working. You will partner closely with senior leaders, HR, program managers, and functional teams to assess change impacts, mitigate risks, and enable teams to navigate transformation effectively. This is an opportunity to play a pivotal role in shaping how our business unit delivers change. You will help build change capability, reinforce strong governance and communication practices, and ensure strategic initiatives are adopted seamlessly and deliver measurable impact. In addition to the specific responsibilities outlined above, employees may be required to perform other such duties as assigned by the Company. This ensures operational flexibility and allows the Company to meet evolving business needs. THE GAME PLAN Everyone on our team has a part to play Leadership • Act as the change management lead for one or more strategic initiatives, owning the change approach end-to-end. • Coach sponsors and leaders on how to actively sponsor change (visibility, reinforcement, decision-making, role modeling). • Shape the change narrative: “why we’re changing, what’s changing, what it means for me.” • Build alignment across leadership teams when priorities, messages, or rollout timing conflict. • Create a culture of adoption and continuous improvement, not “launch and abandon.” Problem-Solving & Business Awareness • Translate business strategy into practical adoption steps (process, behavior, capability, mindset). • Identify operational impacts early (ways of working, customer experience, controls, service levels, capacity). • Diagnose root causes of resistance (incentives, unclear roles, poor tool fit, change fatigue, trust issues). • Balance change ambition with real-world constraints (peaks, deadlines, regulatory needs, frontline realities). • Partner with Product/Program teams to adjust solutions when adoption risks are caused by the design itself. Monitor Progress & Governance • Build and run the change plan and cadence: readiness checkpoints, go/no-go criteria, cutover support, stabilization. • Maintain a change RAID log (risks, assumptions, issues, dependencies) specifically focused on adoption. • Set up governance routines with the program (steerco updates, working groups, stakeholder forums). • Track readiness by audience/function/location and coordinate interventions where gaps appear. • Ensure change activities are integrated into the overall project plan (not a side quest). Reporting, Insights & Quality Assurance • Define adoption and readiness metrics (training completion, comms reach, sentiment, usage, performance indicators). • Produce concise executive reporting: progress, risks, decisions needed, and recommended actions. • Use feedback loops (surveys, listening sessions, support tickets, usage analytics) to generate insights. • Quality-check change deliverables (comms, training, job aids) for clarity, accuracy, and audience fit. • Monitor post-launch signals and ensure issues are triaged, owned, and resolved (hypercare → BAU). Critical Thinking • Challenge “activity = progress” and focus on outcomes (behavior change, capability, adoption, performance). • Test assumptions with data and frontline input; adjust plans based on evidence. • Anticipate second-order effects (workarounds, shadow processes, morale impacts, customer friction). • Prioritize interventions based on impact/risk (not volume of noise). • Spot misalignment between stated goals and incentives, measures, or leadership behaviors. Stakeholder Engagement & Effective Communication • Conduct stakeholder mapping and change impact assessments; segment audiences and tailor tactics. • Design and execute communications plans across channels, with clear CTAs and reinforcement. • Run engagement sessions (workshops, roadshows) and facilitate difficult conversations. • Build two-way comms: capture feedback, respond visibly, close the loop, and adapt messaging. • Create “manager toolkits” and enable local champions/super-users to scale adoption. Team Collaboration • Partner tightly with Program/Project Managers, Product Owners, HR, Comms, Ops, Training, and Support teams. • Coordinate training delivery, learning assets, and on-the-job reinforcement with functional leads. • Align with BAU owners so the change lands sustainably (process ownership, controls, KPIs, governance). • Support teams through transition periods, helping reduce confusion and duplication. • Work collaboratively across multiple initiatives to avoid change collisions…