Transformation Office Director

Role Overview

• Shape and continuously evolve the enterprise transformation roadmap, ensuring that it reflects strategic priorities, sequencing and capacity
• Provide independent challenge on where we should and should not invest and the timing of these decisions
• Steward the Transformation Programme, including the Fit for 10x, Non Fit for 10x, Growth, Resilience & Risk, Small Change, and Innovation Funding. Maintaining the integrity of the transformation pipeline; challenging business case quality, scope clarity and delivery plans.
• Ensure transformation remains tightly aligned to corporate strategy, external context and emerging risks and opportunities
• Build long term organisational capability in transformation leadership, governance and execution
• Own and evolve the Transformation system, embedding consistent standards, tools, frameworks and disciplines across the enterprise.
• Establish the Transformation Office as a centre of industry knowledge, insight and judgement
• Design and operate enterprise level governance that enables high quality, timely strategic decisions and discussions regarding transformation progress, including milestones, value delivery, risks, dependencies and key decisions.
• Partner with Finance to ensure initiatives are underpinned by robust economic logic, clear assumptions and accountability for where the benefits will be delivered.
• Ensure long‑term sustainability of benefits through clear ownership, transition into BAU, and post‑implementation value tracking.
• Provide the GEC with insight‑rich materials and perspectives on trade-offs, opportunities and focus areas.
• Act as the arbiter of the constraints within the Transformation programme, resolving cross‑functional bottlenecks that can not be solved within business areas
• Surface and manage risks, interdependencies and capacity conflicts, supporting timely decision‑making and ensuring alignment across senior stakeholders.
• Enable constructive tension between ambition and operational reality, creating a sustainable pace of change
• Own the approach to value definition, tracking and realisation ensuring that the investment delivers measurable and durable outcomes
• Tracking realisation of OKRs, outcomes and strategic benefits, surfacing gaps and driving corrective action where required. Ensuring benefits are embedded into BAU ownership and management disciplines.

Requirements

• Significant experience leading enterprise‑wide transformation, portfolio governance or PMO functions within complex, multi‑business organisations with transformation budgets of £100m+
• Exceptional strategic judgement, with the ability to translate ambition into structured plans, prioritised portfolios and disciplined governance frameworks.
• Proven ability to challenge constructively, balancing strategic priorities with operational realities and ensuring clarity, accountability and alignment across senior leaders.
• Deep expertise in transformation methodologies, portfolio management, risk management and value‑driven delivery disciplines.
• Strong financial acumen, with experience working closely with Finance on business cases, P&L impacts, investment allocation, benefit realisation and funding governance.
• Demonstrated capability in navigating senior‑level complexity, resolving cross‑functional bottlenecks and enabling effective decision‑making across diverse stakeholder groups.
• Highly skilled communicator, able to simplify complex themes, create compelling executive‑level materials and influence confidently at CEO/GEC level.
• Strong negotiator who can navigate complex multi-stakeholder environments, balancing strategic priorities with operational realities with the ability to demonstrate sound judgement, broker agreements to resolve cross functional bottlenecks and maintain momentum
• Advanced stakeholder management skills, building trust and alignment across Business Units, IT, Finance, HR and corporate functions.
• Experience designing or operating enterprise governance models, including cadence management, decision‑making frameworks, and rigorous reporting structures.
• Proven ability to lead high‑performing teams, creating a culture of clarity, disciplined execution, accountability and collaborative delivery.
• Comfortable operating in environments of ambiguity and pace, bringing structure, foresight and stability to complex transformation portfolios.
• Strong analytical capability, able to interpret data, surface insights, highlight risks and drive focused action across programmes.
• A natural orchestrator and connector, able to bring together disparate stakeholders around shared outcomes and enterprise‑level priorities.
• Committed to continuous improvement, ensuring ways of working, governance and transformation practices evolve and mature over time.

Benefits

• Employee benefits that take care of your mental and physical wellbeing