MidFull TimeEN
Program Context – SPINE
SPINE is a business‑led ERP transformation program within Philips Personal Health, focused on transitioning the current SAP ECC 6.0 landscape to SAP S/4HANA. The program is designed to ensure long‑term platform sustainability while selectively introducing targeted process and data changes to address the most critical business pain points.
SPINE goes beyond a purely technical conversion. While maintaining a strong focus on feasibility and operational continuity, the program deliberately uses the move to S/4HANA to unlock additional business value where this can be achieved with acceptable risk. This includes targeted improvements across Finance, Supply Chain, Customer Experience and Commercial processes, as well as greater data consistency and transparency across the end‑to‑end value chain.
At the same time, SPINE explicitly avoids large‑scale redesign that would introduce disproportionate complexity or business disruption. Business changes are implemented only where they are clearly value‑driven, directly linked to identified pain points, and realistic to absorb within ongoing operations. Changes that do not materially contribute to business outcomes, or that significantly increase delivery or operational risk, are kept out of scope.
The SPINE Program Manager – Personal Health is accountable for the business‑side ownership, orchestration, and governance of the SPINE program within Personal Health. The role ensures that the program is correctly scoped, economically justified, governed, and executed, with clear traceability from business strategy to delivered outcomes.
The role acts as the primary business integrator for SPINE, aligning PH business stakeholders, Business Process Owners, the SCOpE team, and IT delivery teams from pre‑execution through hypercare completion.
The program therefore balances three core objectives:
A controlled transition from ECC 6.0 to S/4HANA
Selective, value‑driven business improvements beyond the technical upgrade
Risk‑aware execution that safeguards business continuity
Within Personal Health, SPINE is delivered in close partnership with IT and Finance and Supply Chain Excellence Centers and governed to ensure disciplined decision‑making, stakeholder alignment, and stable execution through go‑live and extended hypercare.
Key Responsibilities
1. Program Scope & Pre‑Execution Readiness
Lead and finalize the end‑to‑end SPINE program scope on behalf of the PH business before entering the execution stage.
Ensure scope alignment across processes, regions, and businesses, balancing standardization, value creation, and delivery feasibility.
Secure formal scope sign‑off through established SPINE governance bodies.
2. Investment Case & Business Value Orchestration
Orchestrate the creation of a comprehensive SPINE investment case for Personal Health.
Ensure the investment case clearly articulates:
Expected business benefits (financial and non‑financial)
Value drivers, assumptions, and dependencies
Phased realization timelines across execution and hypercare
Coordinate inputs from Finance, Business Process Owners, Regions, SCOpE, and IT to ensure a decision‑grade business case.
3. Program Governance, Business Stakeholder Management and Change Management
Set up, operationalize, and continuously run the SPINE program governance from a PH business perspective.
Drive alignment and active management of senior business stakeholders across:
Finance
Supply Chain
Customer Experience Center of Excellence
PH Businesses
PH Regions
SCOpE team
Other relevant PH functions
Ensure structured decision‑making, escalation, and accountability through program boards and governance forums.
Orchestrate and oversee all the needed Change Management activities to ensure successful implementation and implementation of the S/4 HANA PH instance.
Protect business continuity along the transition
4. Cross‑Functional & Cross‑Team Orchestration
Act as the primary liaison between:
Personal Health Business Process Owners and Experts
SCOpE team
IT and SPINE program delivery teams
PH business and regional stakeholders
Ensure consistent translation of business priorities and requirements into executable program deliverables.
Safeguard that business outcomes remain central throughout execution and hypercare.
5. Program Execution Oversight
Ensure delivery of agreed milestones and outcomes using approved methodologies and delivery frameworks.
Monitor execution progress against scope, milestones, critical dependencies, and business readiness requirements.
Ensure structured preparation for go‑lives and stable transition into and through hypercare.
6. Risk, Issue & Dependency Management
Proactively identify, assess, and manage risks, issues, and roadblocks affecting scope, benefits, timeline, or adoption.
Escalate material risks and decisions to the Program Board and relevant governance bodies in a timely manner.
Ensure mitigation actions are clearly defined, owned, and tracked.
Scope & Key Interfaces
Program: SPINE – Personal Health
Primary Domain: Business‑led transformation
Key Interfaces:
PH Finance leadership
Supply Chain leadership
PH Businesses and Regions
IT and SPINE program delivery leadership
Business Process Owners / Business Process Experts
SCOpE team
Customer Experience Center of Excellence
Key Competencies & Experience
Program & Transformation Leadership
Proven experience leading large, multi‑year ERP or business transformation programs with in-depth understanding of underlying business processes.
Strong experience in finalizing program scope prior to execution, including trade‑off decisions between standardization, value creation, complexity, and risk.
Ability to align investment cases on executive level
Stakeholder & Governance Management
Extensive experience managing and influencing senior business stakeholders across multiple domains reaching agreements on complex matters.
Demonstrated ability to design, set up, and operate robust program governance in environments with business continuity at risk.
Strong capability to operate as a senior business representative in a matrixed organization, leading the transformation towards delivery of agreed scope.
Proactive and structured approach to risk identification and management towards resolution.
Strong decision‑structuring skills, including framing options, impacts, and recommendations for senior leadership.
Personal Attributes
High level of credibility and maturity when engaging with senior leaders.
Structured, fact‑based, and transparent communication style.
Resilient and comfortable operating in long‑running, high‑complexity programs with evolving constraints.
Strong sense of ownership for business outcomes, not just delivery throughput.
How we work together
We believe that we are better together than apart. For this role, this means working in-person at least 3 days per week at our Amsterdam office.
About Philips
We are a health technology company. We built our entire company around the belief that every human matters, and we won't stop until everybody everywhere has access to the quality healthcare that we all deserve. Do the work of your life to help the lives of others.
• Learn more about our business.
• Discover our rich and exciting history.
• Learn more about our purpose.
If you’re interested in this role and have many, but not all, of the experiences needed, we encourage you to apply. You may still be the right candidate for this or other opportunities at Philips. Learn more about our culture of impact with care here.
