Head of Delivery Chapter

Overview

We’re Kingfisher, a team made up of over 74,000 passionate people who bring Kingfisher – and all our other brands: B&Q, Screwfix, Brico Depot, Castorama and Koctas – to life. That’s right, we’re big, but we have ambitions to become even bigger and even better. We want to become the leading home improvement company and grow the largest community of home improvers in the world.

And that’s where you come in.

At Kingfisher our customers come from all walks of life, and so do we. We want to ensure that all colleagues, future colleagues, and applicants to Kingfisher are treated equally regardless of age, gender, marital or civil partnership status, colour, ethnic or national origin, culture, religious belief, philosophical belief, political opinion, disability, gender identity, gender expression or sexual orientation.

We are open to flexible and agile working, both of hours and location. Therefore, we offer colleagues a blend of working from home and our offices, located in London, Southampton and Yeovil. Talk to us about how we can best support you!

The Head of Delivery Chapter is the functional leader for delivery across Kingfisher, responsible for developing the skills of all Project and Programme practitioners and embedding best‑practice methodologies and ways of working. The role leads a large, multidisciplinary Delivery Chapter across Banner and Group portfolios in multiple geographies, managing resources and demand to meet their needs and ensuring alignment to overall strategy.

It drives collaboration across the Technology Operating Model and continually improves delivery practice. Success will be measured through improved delivery quality and predictability, uplift in capability maturity, effective resource utilisation and increased adoption of best practice across Banners and Group.

• Vision and Strategy: Creates and delivers the strategic and operational roadmap for the Delivery Chapter in line with Tech objectives. Leads key change initiatives to evolve delivery practices, strengthen continuous improvement, and drive a modern, adaptive delivery culture
• Delivery Standards: Accountable for the quality of the project and programme discipline, defining and embedding standards and ensuring delivery governance is consistently applied to support effective risk management, reporting and decision‑making
• Capability: Sets the Chapter’s capability strategy, addressing gaps through upskilling, reskilling or recruitment. Builds the mindsets and behaviours needed for high performance and fosters a strong professional community through learning pathways and knowledge sharing
• Performance & Talent Management: Ensures robust performance management for Chapter members, including clear goals, regular feedback and development planning. Leads talent management and succession planning, creating development pathways within and across Chapters and supporting colleagues to realise their potential
• Coach and Advisor: Provides expert coaching and guidance to Chapter members, staying close enough to the teams to remain connected to real project and programme delivery practice, while remaining far enough removed to empower practitioners to solve problems independently
• People Allocation: Supports Q  people planning and prioritisation, in collaboration with Performance and Portfolio teams to optimise allocation across Group and Banners, including third‑party resources, underpinning successful delivery across Kingfisher Technology
• Build Collaborative Relationships: Accountable for driving effective communication and engagement across Banner and Group teams, ensuring resource changes or quality issues are managed collaboratively. Works closely with Product, Engineering, Architecture and Strategy & Planning to ensure cohesive delivery across the Technology Operating Model
• Budgeting: Manages Chapter-related budgets (e.g., learning and development)
• Leadership: Acts as a key member of the Kingfisher Technology Leadership Group, contributing to the overall strategic direction, cultural leadership and the ongoing evolution of the Technology Operating Model, ensuring demonstrable impact and value of the…