Transformation Management Office – Portfolio Management Lead

The Opportunity

The Opportunity

We are excited to appoint a Transformation Management Office (TMO) Portfolio Management Lead for UK & Ireland to manage a portfolio of programs and projects for the market, coordinating and streamlining immediate activities and acting as a governance body overseeing the overarching Transformation plan.

You will be 100% dedicated to portfolio management efforts related to Enterprise Transformation and will work across functions, programs, projects and initiatives to plan and govern an integrated management approach. This will include providing strategic alignment, execution excellence and management of all transformation programmes being delivered within the UK&I market.

This individual will develop and uphold programme and project management governance standards and processes as defined by the Global and UK&I Transformation Management Offices. This role aims to ensure the alignment of market transformation with enterprise goals and priorities, solving and advocating for market-specific nuances and challenges (e.g., capacity / resourcing). The role will also drive transformation in connection with other local priorities, projects and business-as-usual activities.

What will my accountabilities be?

• Leads the Portfolio team: Manages the team and produces regular updates on the progress of defined KPIs to ensure it is on track.
• Market Alignment:
• • Coordinate market transformation across business functions to ensure alignment and delivery of the Accelerating the Arches vision across the three strategic advantages Consumer, Restaurant, Company.
  • Collaborate closely with the Transformation Director UKI and Global Enterprise Transformation Office to seamlessly integrate and execute programs, such as GBS, ArchOS, MCX, etc. in market.
• Integrated Market Roadmap:
  • Build and maintain the UK&I Transformation Plan a forward-looking prioritised list of projects to be delivered over the next 3 years.
  • Drive the integration of the market roadmap with broader functional teams (e.g. Technology, National Operations) and ongoing change control in alignment with governance and process.
• Governance & Oversight:
  • Management of all in-flight programs and projects in accordance with the Transformation plan across all functional areas, including:
• • • Work with Head of Project Delivery to triage and escalate risks and proactively resolve issues;
    • Continuously evaluate and refine the Transformation roadmap, adapting plans to accommodate changing priorities, resources, or external factors;
    • Manage the Change Control Process ensuring that all changes go through the appropriate governance and sign-off depending on their size; and
    • Ensure that all Governance forums in the Enterprise Transformation Office structure are operating effectively.
• Capacity Planning and Execution Management: Alongside the Head of Project Delivery, understand resource and skill needs of market personnel to support transformation initiatives. Support mobilisation of in-market teams for each initiative in partnership with global programs (part-time SMAs, full-time, backfills, etc.).
• Cross-Functional Stakeholder Management and Escalation: Act as key liaison with various stakeholders, including Global, segment and market leadership to drive alignment. Escalate key issues and risks as needed. Partner with Change Management & Project Delivery teams to foster buy-in across teams and with 3rd parties (Suppliers, Franchisees) and effectively communicate progress and key changes throughout the transformation.
• Ensure Maximum Return on Investment: Support the Transformation Office with ensuring that the projects being delivered within the UK&I Transformation portfolio represent the greatest return on investment for the organisation and the fullest alignment to the strategic drivers.
• Integrated Dependency Management: Identify, track and resolve the top-level dependencies between all in-flight projects and programs. Facilitate horizontal coordination among market teams to promote a shared understanding of interdependencies.
• Impactful & Value Adding Reporting: Produce high quality reporting information as input to key governance sessions. Ensures all reporting is accurate and value adding for senior stakeholders, with a focus on any action required or decisions that need to be made.
• Provide outside-in perspectives on best practices: Provide regular outside-in perspectives on best practices and approaches to achieving successful business transformation through Portfolio Management and drive a spirit of continuous improvement.

What Team will I be a part of?

You will be part of the Strategy, Insights and Transformation team in the UK&I market and will work within the Transformation team, reporting directly to the Transformation Director. This teams connect people across our business to focus on delivering the right projects, in the best way, to achieve our business goals. It proactively and independently challenges and innovates, working diligently to improve the way we work and deliver change as a business. You will be required to work collaboratively with colleagues right across the business and with external partners to amplify the impact you can have. This is a truly exciting time to lead the Transformation team and collaborate across the business to influence the outcomes for change.

Who are my customers?
Given the central nature of the role, your customers are wide and varied. With engagement and influencing being strengths, you will also have the emotional intelligence and flexibility in thinking and acting to engage with relevancy and authenticity at every level. Your key customers (not exclusive) include:

• Transformation Management Office - retain alignment and report on delivery of the Accelerating the Arches vision.
• UK&I Change Steering Group use governance optimally to hold the business to account.
• Project leads advocate and demonstrate innovative and agile ways of executing change.
• UK&I Communications team ensure our strategic storytelling is simple, clear and consistent.
• Franchisees collaborate and value them as a business partner and change enabler.
• Suppliers and partners demonstrate our scale through smart partnering and resource sharing.
• Restaurants making sure that in whatever we do we stay grounded and keep it real.