Senior Manager, Country Finance Manager MedTech US and Abiomed Global

At Johnson & Johnson, we believe health is everything. Our strength in healthcare innovation empowers us to build a world where complex diseases are prevented, treated, and cured, where treatments are smarter and less invasive, and solutions are personal. Through our expertise in Innovative Medicine and MedTech, we are uniquely positioned to innovate across the full spectrum of healthcare solutions today to deliver the breakthroughs of tomorrow, and profoundly impact health for humanity. Learn more at jnj.com . As guided by Our Credo, Johnson & Johnson is responsible to our employees who work with us throughout the world. We provide an inclusive work environment where each person is considered as an individual. At Johnson & Johnson, we respect the diversity and dignity of our employees and recognize their merit. Job Function: Finance Job Sub Function: Finance Business Partners Job Category: People Leader All Job Posting Locations: Bogotá, Distrito Capital, Colombia Job Description: The Senior Manager, Country Finance Manager MedTech US and Abiomed Global ontrollership agenda for MedTech United States and Abiomed Global from Bogotá. This highly visible leadership role is accountable for the integrity of actuals, financial reporting excellence, and end-to-end close execution across a complex regional and global portfolio. As the senior authority on actuals, the leader partners with senior Finance stakeholders to drive strong governance, actionable insights, and informed business decisions. The role leads a senior finance organization, mobilizes the broader A2R and GSF network across the Americas, and drives operational excellence, risk mitigation, and the development of a scalable, high-performing finance organization. Core Accountabilities Own controllership of actuals for the assigned portfolio and serve as the lead authority on financial results, ensuring accurate, complete, timely and decision-ready reporting under US GAAP and applicable company policies. Lead the end-to-end close governance, including pre-close readiness, closing calendar execution, trial balance review, income statement and balance sheet reviews, cash flow analysis, risk assessment, financial commentary, BRAVO submissions and final close sign-off or green-light within the defined governance model. Translate financial results into clear insights for Finance Directors, CFOs, FP&A and business leaders, explaining key drivers, identifying risks and opportunities, and recommending practical actions that protect financial integrity and improve business outcomes. Act as the primary senior Global Services Finance partner for the assigned businesses, building trusted relationships and serving as the right hand to sector and regional Finance leadership on actuals, accounting, controls, reporting and transformation matters. Lead through influence across A2R, GSF, FP&A, Business Unit Finance, Tax, Treasury, Compliance, Corporate Services and other process teams to resolve issues, clarify ownership, strengthen handoffs and deliver integrated end-to-end outcomes. Establish disciplined risk and issue management, including early identification, materiality assessment, executive communication, root-cause analysis, remediation plans, clear accountability and follow-through to sustainable closure. Maintain a strong control environment, ensure SOX compliance and audit readiness, and coordinate timely responses to internal and external audit requests and remediation actions. Shape the future-state organization by defining capabilities, governance, ways of working, talent needs and scalable service-delivery practices, while protecting business continuity during transitions. Drive simplification, standardization, automation and digital enablement across the portfolio, challenging legacy practices and converting improvement opportunities into implemented, sustainable solutions. Lead, coach and develop a high-performing team, setting clear expectations, building technical and leadership capability, strengthening succession pipelines and fostering inclusion, accountability, collaboration and continuous learning. Scope-Specific Mandate Lead controllership for the MedTech US portfolio and the global Abiomed consolidation model, balancing the needs of established franchises, evolving organizational structures and integration-related priorities. Coordinate actuals and close governance across US business units and Abiomed global stakeholders, establishing common timelines, review standards, escalation paths and reporting expectations while preserving necessary business-specific practices. Partner with MedTech Finance Directors and CFOs on business performance, complex accounting topics, acquisitions and integrations, organizational changes and other strategic initiatives that affect reported results. Strengthen the Abiomed global interaction model, including coordination across regions, consolidation inputs, CFIN/reporting bridges, balance-sheet risk visibility and consistent global ways of working. Provide informed challenge and oversight over high-risk areas relevant to the portfolio, including revenue, inventory, reserves, cost allocations, acquisitions and integrations, and other material balance-sheet or P&L exposures. Enable adoption and stabilization of finance transformation solutions and reporting platforms across MedTech and Abiomed, ensuring business requirements, controls and decision-useful outputs are embedded. Key Stakeholder Relationship s MedTech US and Abiomed global CFOs, Finance Directors, Controllers, BUF and FP&A leaders. Regional and global A2R and GSF teams, CFM peers and process owners. Corporate Reporting, A&D, Tax, Treasury, Compliance, Internal Audit and External Audit. Finance technology and transformation teams supporting SigniFi, consolidation, reporting and automation. Leadership and Change Expectations Demonstrate executive presence and communicate complex accounting and financial topics with clarity, confidence and appropriate judgment for senior audiences. Navigate ambiguity and competing priorities across countries, functions and time zones, making sound decisions while balancing accuracy, speed, risk and stakeholder needs. Lead organizational and process change with a structured, people-centered approach, helping teams and stakeholders understand the case for change, adopt new ways of working and sustain performance through transition. Create an environment where team members understand the business, connect their work to enterprise outcomes, raise risks early and contribute ideas that improve the operating model. Model integrity, accountability, inclusive leadership and constructive challenge, reinforcing a culture where issues are surfaced transparently and resolved collaboratively. Support the evolution from a primarily CFM-focused model toward in