Head of Kaizen Promotion Office

ADI Development Group is a vertically integrated real estate investment management company with divisions spanning investment management, development, construction management, and forming operations. With over 4,000 units and $3 billion of built value under development throughout the GTHA, we are on an insurgent mission to reinvent the customer experience and to deliver homes faster, better, and more cost effectively. We champion ownership and encourage all of our team members to think and act like owners.

ADI is committed to not only developing buildings, but to developing the leaders of tomorrow.

We have built a management system that connects strategy deployment to daily execution, and we’ve been refining it for years. We are now hiring a Head of KPO to lead the next phase of that work as the organization scales.

You will lead ADI’s Kaizen Promotion Office — the function responsible for developing the people and leadership capabilities required to drive improvement in quality, waste reduction, and lead time across the enterprise.

This is fundamentally a people development role. Your success is not measured by the improvements you make. It is measured by the improvements your people make because of how you developed them. You will be the persistent, patient presence that turns good intentions into habits and habits into culture.

The role is equal parts coaching, methodology stewardship, and organizational development. You will spend the majority of your time where the work happens — on construction sites, in pre‑construction offices, alongside the QCI team, with sales and customer delivery — developing leaders to see problems in their own operations, think structurally about root causes, and build countermeasures that stick.

• Capability Development (Primary)
• Coach functional leaders (VPs, Directors, Project Managers, Superintendents) on how to see problems in their operations, think structurally about root causes, and develop countermeasures that stick — through coaching at the place where work happens, not classroom training alone
• Develop internal champions in each function who can run their own daily management, facilitate their own problem‑solving, and coach their own teams without ongoing dependence on the KPO
• Build a coaching chain across the organization: develop the CEO’s direct reports, who develop their direct reports, who develop front‑line leaders. The goal is an organization that thinks differently — not just one that uses the tools
• Design and deliver development programs that build problem‑solving capability, not just tool knowledge. Mentor through structured problem solving and build the daily disciplines that make improvement sustainable
• Make yourself progressively less needed. The measure of your success at 12 months is how many leaders are independently practicing what you taught them at month 3

• Strategy Deployment Support
• Partner with executive leadership to ensure strategic objectives are connected to operational execution across all divisions
• Coach leaders through the strategy deployment process — developing their ability to translate objectives into action plans, not doing the translation for them
• Strengthen review cycles and drive accountability from strategy through daily management by developing leaders who own those reviews, not by owning the reviews yourself

• Value Stream and Process Development
• Guide teams through process mapping, root cause analysis, and standardized work development so they can see waste in their own operations and build their own improvement targets
• Coach leaders on data collection, metric development, and interpretation — building their capability to manage by fact rather than managing by fact for them
• Ensure daily management systems are functioning across all functions and coach leaders to close the gaps between standard and actual practice

• Kaizen Discipline and Calendar Ownership
• Develop and maintain kaizen discipline across the enterprise. Own the kaizen calendar — preparation, scoping, sponsorship, execution, and follow‑through
• You are accountable both for event outcomes and for the measurable development of team members who…