Supervisor, Transformation and Change Strategy

Why Join GEICO?

At GEICO, we offer a rewarding career where your ambitions are met with endless possibilities.

Every day we honor our iconic brand by offering quality coverage to millions of customers and being there when they need us most. We thrive on relentless innovation to exceed our customers' expectations while making a real impact on local communities nationwide.

Founded in 1936, GEICO is a member of the Berkshire Hathaway family of companies and one of the largest auto insurers in the United States. When you join our company, we want you to feel valued, supported, and proud to work here. That's why we offer the GEICO Pledge: Great Company, Great Culture, Great Rewards, and Great Careers.

The Supervisor, Transformation & Change Strategy sits at the heart of GEICO Marketing's transformation, helping turn bold ambitions into reality and ensuring change happens at the pace and scale needed to build the future of our organization.

This role is designed for someone who is both analytical and endlessly curious. Someone who enjoys understanding how organizations work, can connect strategy to execution, and recognizes that meaningful transformation is driven not only by plans and processes, but by people, behaviors, and adoption. This role offers an opportunity to explore what is possible and sit at the forefront of defining how the next generation of marketing comes to life.

GEICO Marketing is in the midst of an exciting period of growth and reinvention. We are not making incremental changes around the edges. We are building the capabilities, operating models, and ways of working that will define what a modern, best-in-class marketing organization looks like for years to come.

As part of this journey, you will work across the full transformation portfolio, gaining visibility into the initiatives shaping the future of the department. You'll help identify where momentum is building, uncover opportunities and barriers, and influence where we go next. This is a highly visible role with direct exposure to senior leadership, including GEICO's CMO, and a front-row seat to one of the most significant transformations in the organization's history.

If you're energized by complex challenges, continuous improvement, and building something that doesn't yet exist, this role offers the chance to make a lasting impact. You'll take ownership of meaningful work, help shape how the organization evolves, and play a key role in defining the future of GEICO Marketing.

How We Work

The Marketing organization at GEICO is guided by a clear set of principles: we hire the best at every level and invest in developing them. We believe that strategy comes before action — if we don't know why we're doing something, we don't do it. We bring the same care and accountability to how we spend resources as we would if it were our own business. And when there are challenges, we face them directly and collectively. Leaders in this organization are expected to bring that same mindset to their teams.

Key Responsibilities

Transformation Strategy

• Help set where the transformation goes next — reading the portfolio for where momentum is accelerating, where the barriers are structural rather than temporary, sizing the opportunity, framing the options, and putting a recommendation in front of leadership.

• Conduct deep external benchmarking and trend analysis across brand and culture, marketing capabilities, change management, and emerging technologies. Develop analytical insights and strategic recommendations that inform leadership decisions and future direction for transformation.

• Support CMO strategic projects — analysis, narrative, and leadership content — taking full ownership of discrete pieces and strategic development.

• Partner across the Transformation Team on special projects where additional attention is needed (for example, Claude skill development).

Distinctive Systems & Capabilities (The GEICO Edge)

• Build the GEICO Academy: the program that trains marketers on what it means to be a GEICO marketer, tied to our priorities, the businesses we serve, and our brand values — and built to make our marketers distinctly different from our competitors'.

• Own capability gap tracking across the craft and strategize where we lean in most and the biggest areas of opportunity, so we are raising the bar on the marketers we already have rather than waiting to hire the gap away, and stand up the paths, certifications, and skill tracking that keep it running as a system instead of a launch that fades.

• Define how the language of the brand strategy is reflected internally — translating what we say to customers into what we believe and how we behave as marketers.

• Establish the rituals and practices that bring our DNA to life, including how inspiration, best practice, trends, and work from inside and outside the category get shared — for example, quarterly inspiration sessions that put the most creative brands of the moment in front of teams.

• Turn all of it into artifacts practitioners actually use: playbooks, templates, standards, and job aids that work without a facilitator in the room.

Adoption Measurement & Reporting

• Build surveys and readiness diagnostics that tell us where the organization stands — including writing questions that produce usable answers rather than flattering ones.

• Track adoption and behavior metrics: usage, depth of use, sustained use over time, and the leading indicators that predict whether a change will hold.

• Pull, clean, and analyze data from tool telemetry, survey responses, and team-level inputs, and own the data hygiene so the numbers hold up when questioned.

• Build and maintain the adoption reporting and dashboards that go to Marketing leadership and into CMO-level reviews, on a predictable cadence.

• Surface what the data means, not just what it says — where adoption is real, where it is nominal, and where a dip signals the plan needs to change — using pulse checks and listening sessions to explain the numbers.

Portfolio Operations

• Maintain the change saturation view — how much simultaneous change each population across Marketing is absorbing — and flag where it is building, so leadership can make informed calls on sequencing and protect associate engagement (AOS).

• Run the operating rhythm: agendas, pre-reads, materials, notes, and decision logs for working sessions and leadership reviews, and drive follow-through on the commitments made in them.

• Build the status and progress materials that represent the portfolio to senior audiences, translating detail into a clear picture of where things stand.

You May Be a Good Fit If You

• Have 3–5 years in change management, analytics, strategy, or consulting — with hands-on responsibility for something you designed and then had to make work.

• Have worked inside a conversion-driven service business — financial services, insurance, SaaS, or banking — where marketing is tied directly to customer acquisition and retention.

• Know marketing craft well enough to tell a real capability gap from a confidence gap, and to build something practitioners take seriously rather than tolerate.

• Want to build from a blank page — the internal brand definition, the rituals, the standards, the gap analysis — rather than administer someone else's, and can take a brand strategy and translate it inward without it turning into slogans on a wall.

• Can frame an undefined problem — what is actually going on, what the real options are, what we should do about it — and have had a recommendation of yours picked up and acted on.

• Think in systems: you can see how a change in one corner of a marketing organization shows up three teams away, and you plan for it rather than discover it.

• Have opinions about the work: which brands are doing the most interesting marketing right now, and why it matters for how a team like ours should operate.

• Can build a survey from scratch