Head of Business

Head of Business Change

The Head of Business Change is accountable for leading the successful implementation, adoption, and operational embedding of change initiatives within the Enterprise division. The role ensures that new systems, processes, capabilities, and operating model changes are effectively implemented and transitioned into business‑as‑usual operations. This includes responsibility for business change delivery, operational readiness, customer onboarding, configuration management, training, adoption, and transition governance.

The role also leads enterprise‑division projects that require coordination across multiple functions and, where necessary, engagement with stakeholders in other divisions or group companies to manage dependencies and ensure successful outcomes. The role is not accountable for product strategy, product roadmap decisions, software engineering delivery, or technology architecture. Its focus is ensuring that approved capabilities and changes are successfully adopted and ope rationalised.

Operations exists to activate platform capabilities for customers and ensure operational readiness, visibility, and stability. The Head of Business Change provides the capability that bridges the gap between capability delivery and operational adoption by ensuring that change initiatives are implemented effectively and become embedded in day‑to‑day operations.

• Lead business change initiatives within the Enterprise division.
• Manage the implementation of operational systems, business platforms, process improvements, and organisational change initiatives.
• Define and execute change management, communication, adoption, and readiness plans.
• Conduct change impact assessments and readiness reviews.
• Ensure stakeholders understand and are prepared for upcoming changes.
• Measure and report on adoption, implementation success, and realised business outcomes.
• Coordinate cross‑functional activities required to achieve successful implementation.

• Lead Enterprise division projects that deliver operational, process, system, or organisational change.
• Establish clear project governance, reporting, milestones, and accountability structures.
• Manage project risks, issues, assumptions, dependencies, and decisions.
• Coordinate stakeholders across multiple Enterprise functions to ensure successful execution.
• When initiatives have dependencies on other divisions or group companies, engage and coordinate with the relevant stakeholders to ensure alignment and delivery.
• Escalate unresolved risks, constraints, or dependency issues through the appropriate governance structures.

• Lead the onboarding capability for new customers, partners, and services.
• Ensure customers are activated efficiently, consistently, and in line with agreed service standards.
• Improve onboarding cycle times and activation quality.
• Maintain onboarding governance, controls, standards, and operating procedures.
• Ensure effective coordination between Commercial, Product, Technology, Operations, and Capital functions throughout onboarding.

• Lead teams responsible for customer, platform, and operational configuration activities.
• Establish configuration standards, controls, and quality assurance processes.
• Ensure configurations are implemented accurately, consistently, and traceably.
• Support onboarding, readiness, and operational activation activities through effective configuration management.

• Define and maintain readiness frameworks and go‑live criteria.
• Ensure operational, support, training, process, and governance readiness prior to implementation.
• Coordinate readiness activities across impacted teams.
• Ensure implementation risks are identified and mitigated before activation.
• Provide readiness recommendations and sign‑off inputs for major initiatives.

• Ensure successful transition of initiatives from project implementation into operational support.
• Define handover requirements, ownership models, support structures, and operational controls.
• Ensure runbooks, training materials,…