Strategy Lead

Technology and Data functions are good at building things. What they're often less good at is making sure the organisation understands what's being built, why it matters, and what it means for them. This understanding is crucial to gaining and sustaining momentum and realising value from our efforts. As our AI programme and broader Technology & Data strategy scale, the gap between what we're doing and what the other parts of the company, and our people, understand about it is one of the biggest risks to how well any of it lands.

This role exists to close that gap.

We have a strategy that is evolving quickly. We have real momentum across AI, Engineering, Data & Analytics, and the Technology areas, like AOTS, which support each business area. What we don't yet have, consistently, is one clear, coherent story that connects all of it — a narrative that leadership can use with confidence, that teams can see themselves in, and that the wider workforce can understand and act on.

This role owns that narrative.

This role sits within the Technology Strategy pillar of easy

Jet's Strategy & Innovation function, reporting to the Director of Technology Strategy & Innovation. Day-to-day direction and prioritisation is set jointly with the Chief Data and Technology Officer working closely with her week to week, and with the wider Technology & Data leadership team.

You'll work closely with the full breadth of Technology & Data — AI, Engineering, Data & Analytics, Digital Safety, Product and Project Teams — as well as Internal Communications, HR, and business stakeholders across the organisation. You won't run comms channels or own people processes; you'll make sure the strategic story that runs through all of them is clear, consistent, and true.

easy

Jet's Technology & Data strategy is evolving in real time — shaped by commercial opportunities, technology advancements, a fast-moving AI programme, a broader workforce transformation effort, and priorities that shift as we learn. That pace is a strength, but it creates a real risk: if the story of what we're doing and why isn't clear and consistent, different parts of the organisation end up with different, sometimes contradictory, versions of it.

You'll own getting ahead of that. Working directly with the CDTO, you'll help shape how the strategy and roadmap are framed — not just how they're communicated, but how they're structured and sequenced so they're genuinely easy to understand. You'll then work across the leadership team to make sure that framing holds together consistently across every function and translate it into a story the wider workforce can understand, engage with, and act on.

This is a connective role, not a delivery role. Your value comes from making sure the strategic picture is coherent before it reaches the people who need to act on it — leadership, teams, and the broader workforce alike.

This is a full-time, hybrid role based at Hangar 89, Luton.

Your morning starts with a roadmap review. Two workstream leads have described the same priority in noticeably different ways in materials going to the same audience next week. Neither is wrong, but side by side they'd confuse people. You get on a call with both, find the version that's actually accurate to both, and get it aligned before it ships.

Mid-morning, you're working directly with the CDTO on how to frame an upcoming strategy update. The underlying thinking is sound, but as written it assumes a lot of context the audience won't have. You restructure it, making the logic visible, so it lands the first time it's read, without needing someone to translate it in the room.

After lunch, you're in a working session with the AI workforce…