MD Change and Transformation

Accountabilities

Collaboration with senior stakeholders & multiple teams to deliver world class experience to our customers

• Support the collaboration of internal stakeholders including product, operational, and risk management teams to meet client needs and expectations, so that transactions are executed accurately and on time.
• Enhancing the bank's digital capabilities when current technology is identified as not yet ready to support
• Work with senior stakeholders across the organisation to ensure alignment, unblock dependencies and accelerate progress.
• Shape and communicate clear strategic roadmaps, ensuring coherence across all pillars of the Accelerator model.

Governance, Risk & Decision‑Making Accountability

• Chair program‑level governance forums (DOF/CGF) and ensure high‑quality materials, risk transparency, escalations and decision closure.
• Proactively identify and manage regulatory, operational and enterprise‑level risks, ensuring alignment with Group Controls expectations.

Program Delivery & Execution Assurance

• Provide end‑to‑end oversight and assurance of delivery across the full lifecycle: strategy → design → execution → readiness → benefits.
• Ensure rigorous adherence to Change Delivery Management (CDM) standards, risk assessments, testing controls and governance requirements.  
• Monitor performance, risk, interdependencies, capacity and delivery confidence, making informed interventions where required.

Lead value discovery and realisation across the pillar

• Identify, quantify and prioritise automation, AI and process‑simplification opportunities that deliver material value against BUK’s strategic objectives.
• Drive a value‑obsessed culture, using data‑driven insight, operational knowledge and rapid experimentation to surface both quick‑win and scalable transformation opportunities.

Provide deep expertise in AI technologies and their application

• Bring strong understanding of modern AI capabilities, including LLMs, conversational AI, agentic patterns, intelligence orchestration and real‑time decisioning, to shape product direction and influence design choices.
• Act as the pillar’s expert voice on AI possibilities, constraints and responsible deployment, ensuring alignment with group-wide guardrails.

Deliver end‑to‑end ownership from ideation through to scaled execution

• Own the full lifecycle of AI‑enabled solutions: opportunity framing, concept design, business casing, delivery, embedding and continual optimisation.
• Oversee multidisciplinary feature teams, ensuring delivery velocity, quality and adoption through agile ways of working.

Champion simplification before automation

• Constructively challenge existing processes, removing inefficiency, duplication and unnecessary controls to enable sustainable AI transformation.
• Ensure solutions address root causes, eliminating waste and complexity before applying AI, to maximise long‑term value and operational resilience.

Integrate and enhance AI‑powered colleague and customer solutions

• Oversee integration and continual improvement of Voice AI, conversational channels, LLM‑driven reasoning, intelligent prompts, real‑time remediation, and next‑best‑action engines.
• Ensure all solutions elevate colleague confidence and capability, improve experience, and enhance customer outcomes.

Build organisational AI literacy and capability

• Play a key role in developing AI‑ready talent across BUK through coaching, upskilling, knowledge transfer and championing new ways of working.
• Partner with the Accelerator horizontals (Risk & Controls, Responsible AI, Architecture, Talent & Development) to embed AI skills and practices at scale.

Ensure measurable value delivery and transparent oversight

• Establish clear OKRs, benefit tracking and performance measures aligned to the Accelerator’s objectives.
• Monitor realised value, colleague adoption and customer impact, adapting priorities to maximise strategic and commercial outcomes.

Managing Director Expectations

• To work with a large, complex or diverse functions and take accountability for the strategic direction of the function to significantly strengthen successful and efficient businesses and contribute to the strategic initiatives of the Barclays Group
• Lead organisation wide projects, act as a profound technical expert and thought leader, Identifying new and innovative/ground breaking ways of working. They will train, guide and coach less experienced specialists and provide information affecting long term profits, organisational risks and strategic decisions.
• Drive and achieve overall success and / or competitiveness of a business division by influencing senior leaders and committees.
• Influence company policy and develop functional procedures in conjunction with senior leaders / strategic positions across the business.
• Demonstrate interpretative thinking for innovative solutions in complex situations and conceptual thinking in completely new situations.
• Exercise management authority to make significant / complex business and strategic decisions that impact the Barclays Group, business division or function.
• Negotiate with and influence stakeholders at a senior level both internally and externally and foster growth for Barclays business.
• Mandated as the business division/ functional spokesperson or representative to external bodies and shapes the public image of Barclays.
• Demonstrate exceptional knowledge of how business divisions and functions integrate with the Group to achieve the overall business objectives alongside industry theories and practices within own discipline.
• Maintain broad and comprehensive functional expertise and significant product knowledge.
• Accountable for the control and governance agenda of the business division / function.
• Focus on the external environment, regulators, or advocacy groups to both monitor and influence on behalf of Barclays.

All Senior Leaders are expected to demonstrate a clear set of leadership behaviors to create an environment for colleagues to thrive and deliver to a consistently excellent standard. The four LEAD behaviors are: L – Listen and be authentic, E – Energise and inspire, A – Align across the enterprise, D – Develop others.

All colleagues will be expected to demonstrate the Barclays Values of Respect, Integrity, Service, Excellence and Stewardship – our moral compass, helping us do what we believe is right. They will also be expected to demonstrate the Barclays Mindset – to Empower, Challenge and Drive – the operating manual for how we behave.

Experience & Capability Requirements

Essential Experience

• Extensive executive‑level experience delivering large‑scale, complex, enterprise change.
• Proven leadership in organizations transitioning to Agile, including embedding roles such as Scrum Master, Product Owner, RTE and Agile Coach.
• Deep experience in portfolio governance, regulatory change, risk & control management and multi‑year transformation.

Technical & Methodology Expertise

• Strong knowledge of Agile at Scale frameworks (e.g., SAFe), enterprise tooling (Jira, Navigator), OKR frameworks and portfolio management.
• Demonstrated capability in applying mixed delivery methods (Agile, Hybrid, Waterfall) based on program need.

Leadership Competencies

• Strategic thinking, influencing at ExCo level and cross‑functional leadership.
• Exceptional communication and storytelling skills, with the ability to simplify complex issues.
• Strong risk instincts, excellent judgement and a bias for transparent, evidence‑based decision‑making.

Purpose of the role

To lead the portfolio management team in the delivery of successful projects, while ensuring that portfolio management processes and practices are aligned with controls and governance standards and that projects are aligned with the organisation’s strategic objectives. 

Accountabilities

• Leading of portfolio management team, including setting of portfolio vision, management of portfolio performance, and provision of guidance and support to portfolio analysts.
• Monitoring of portfolio performance, including tracking of project progress, managing budgets, identification of thematic risks and issues, and reporting on portfolio status to senior management.
• Management of portfolio documentation, including aggregation of portfolio book of work, schedules, and budgets, and ensuring that portfolio documentation is up-to-date and accurate.
• Facilitation of portfolio governance, including ensuring that projects are aligned with the organisation’s strategic objectives, aligned with the controls and governance standards and that portfolio thematic risks and issues are managed effectively.
• Managing the portfolio Book of Work outlining the sequence and dependencies of change initiatives, considering factors like resource availability, stakeholder buy-in, and potential risks.
• Facilitation of change management activities, to ensure that change initiatives are successfully implemented and embedded in the organisation.
• Continuous improvement of portfolio management practices, including identification of areas for improvement and implementation of changes to improve portfolio performance.
• Collaboration with stakeholders, including senior management, project teams, and external partners, to ensure that portfolio management practices are aligned with their needs and expectations.
• Development of portfolio management processes that are aligned with controls and governance standards and that support the delivery of successful projects.

Managing Director Expectations

• To manage a large, complex or diverse function and take accountability for the strategic direction of the function to significantly strengthen successful and efficient businesses and contribute to the strategic initiatives of the Barclays Group
• Lead and mentor high performing teams and embed a performance culture aligned to the values of the business. Or for an individual contributor, they lead organisation wide projects, act as a profound technical expert and thought leader, Identifying new and innovative/ground breaking ways of working. They will train, guide and coach less experienced specialists and provide information affecting long term profits, organisational risks and strategic decisions.
• Drive and achieve overall success and / or competitiveness of a business division by influencing senior leaders and committees.
• Strategically assess and manage risks to protect the business division / function and growth.
• Influence company policy and develop functional procedures in conjunction with senior leaders / strategic positions across the business.
• Demonstrate interpretative thinking for innovative solutions in complex situations and conceptual thinking in completely new situations.
• Exercise management authority to make significant / complex business and strategic decisions that impact the Barclays Group, business division or function.
• Negotiate with and influence stakeholders at a senior level both internally and externally and foster growth for Barclays business.
• Mandated as the business division/ functional spokesperson or representative to external bodies and shapes the public image of Barclays.
• Demonstrate exceptional knowledge of how business divisions and functions integrate with the Group to achieve the overall business objectives alongside industry theories and practices within own discipline.
• Maintain broad and comprehensive functional expertise and significant product knowledge.
• Accountable for the control and governance agenda of the business division / function.
• Focus on the external environment, regulators, or advocacy groups to both monitor and influence on behalf of Barclays.

All Senior Leaders are expected to demonstrate a clear set of leadership behaviours to create an environment for colleagues to thrive and deliver to a consistently excellent standard. The four LEAD behaviours are: L – Listen and be authentic, E – Energise and inspire, A – Align across the enterprise, D – Develop others.

All colleagues will be expected to demonstrate the Barclays Values of Respect, Integrity, Service, Excellence and Stewardship – our moral compass, helping us do what we believe is right. They will also be expected to demonstrate the Barclays Mindset – to Empower, Challenge and Drive – the operating manual for how we behave.