Data & AI Governance Lead

Job Summary CECO Environmental is a global leader in providing sustainable solutions for industrial air, water, and energy transition. Since 1966, we’ve been addressing the world’s most pressing environmental challenges. Our mission is to protect people, the environment, and industrial equipment, making a tangible impact across industries like renewable energy, semiconductor manufacturing, power generation, and water treatment. As a purpose-driven company, we foster a culture of innovation, collaboration, and integrity, ensuring that every project we undertake creates lasting positive change. At CECO, you’ll be part of a growing, dynamic team committed to a cleaner, safer, and more sustainable future. We are proud to share that CECO was named one of Newsweek’s America’s Greatest Companies for 2025 and that Forbes recognized CECO as one of America’s Most Successful Small‑Cap Companies for 2026, marking our third consecutive year on the Forbes list. CECO Environmental is a publicly traded company on the NASDAQ under the ticker CECO, reflecting our strong growth, financial performance, and commitment to delivering value to shareholders. As part of the CECO corporate team, you will play a key role in supporting the continued growth and success of our global family of brands. Whether working in finance, HR, IT, accounting, marketing, or another corporate function, your expertise will help drive efficiency and innovation across our organization. By joining CECO, you’ll be part of a company committed to protecting the environment and enhancing industrial operations, all while fostering a collaborative and purpose-driven work environment. This role requires equal strength as a governance practitioner, a program manager, a change leader, and a business partner. The individual must earn authority through credibility and demonstrated value, operating across a decentralized, multi-SBG structure without direct reporting lines into the domains they govern. Your Responsibilities Will Be: Chair and facilitate the L3 Data & AI Governance Working Group, including bi-weekly full-group sessions and coordination of seven independent domain governance meetings across Finance, Sales, Operations, Procurement, Project Management, Product Engineering, and HR. Own and maintain the enterprise KPI registry — ensuring every metric has a single definition, data source, owner, and target applied consistently across all SBGs. Eliminate the current state where the same KPI is calculated differently. Collaborate with domain stewards, providing direction, accountability, documentation standards, and escalation support. Ensure domain-level consensus before any recommendation reaches the L2 Governance Committee. Own and produce the monthly governance compliance scorecard and present it to the L2 Governance Committee as the operational voice of the Working Group. Serve as the primary triage point for all governance escalations, resolving disputes at the lowest possible level before they reach the L2 Committee. Maintain master data standards across Customer, Vendor, Product / Item, Project, and Employee / Workforce domains, coordinating with domain stewards and the Data Platform team on golden record workflows and CRM–ERP alignment. Manage governance activation as a structured program: define milestones, track progress, identify risks and dependencies, and report status to L2 monthly and L1 quarterly. Develop and maintain the governance calendar, meeting cadences, agenda templates, escalation protocols, RACI documentation, and decision logs for the Working Group. Manage interdependencies between governance activation and Data Platform Modernization program, ensuring KPI standards and master data rules are sequenced correctly against Fabric platform delivery milestones. Track and manage the D365 migration wave governance schedule, ensuring data quality gates are reviewed before each go-live and that migration decisions are evaluated against master data standards. Build and maintain a governance maturity roadmap, with measurable milestones from framework activation through to embedded enterprise practice. Design and execute a structured change management plan for governance activation, applying recognized methodology (Prosci  or equivalent) to address the specific adoption challenges identified in CECO’s current state assessment — entrenched SBG autonomy, uneven data literacy, and previous governance efforts. Identify and map resistance patterns by domain and SBG, developing tailored engagement strategies for stakeholders with differing levels of governance maturity and data literacy. Design and execute a stakeholder communication plan that keeps domain owners, SBG Presidents, and the L2/L1 governance bodies informed, engaged, and accountable throughout the activation journey. Build domain steward capability through structured onboarding, coaching, and training by ensuring stewards understand not just their responsibilities but the business rationale behind each governance decision. Measure adoption and behavioral change alongside compliance by tracking leading indicators (steward engagement, definition adoption rates, escalation volumes) as well as lagging indicators (scorecard compliance, KPI consistency). Operate as a business-facing partner engaging Finance, Operations, Sales, PMO, and HR leads at a level of domain fluency that earns credibility. Governance decisions must be grounded in business reality, not theoretical best practice. Drive KPI standardization across SBGs through structured facilitation by identifying root causes of definitional disagreements, brokering durable resolutions, and ensuring alignment is documented and ratified before implementation. Handle pushback from domain stakeholders and SBG representatives constructively and with composure. Maintain governance standards without creating adversarial relationships by sustaining momentum even when progress is