Role purpose
The Senior Manager – Finance Systems will provide permanent, enterprise-level leadership for the Finance Systems & Transformation portfolio. The role combines programme delivery leadership with hands-on portfolio management, governance and PMO discipline, ensuring that strategic initiatives move from concept and approval through controlled execution, adoption and benefits realisation.
The role will maintain an integrated view across Finance transformation initiatives, including finance systems, planning and forecasting, reporting and analytics, controls improvement, process transformation and operating-model change. It will give Finance leadership clear visibility of priorities, delivery status, risks, dependencies, resources, costs and decisions, while holding workstream owners and delivery partners accountable for outcomes.
Key responsibilities
· Programme leadership and execution: Translate the Finance Transformation strategy and roadmap into executable programmes, workstreams, milestones and outcomes. Drive delivery across multiple initiatives and intervene early where progress, ownership or quality is at risk.
· Integrated portfolio planning: Own the consolidated transformation roadmap, integrated plan, critical path and cross-workstream dependencies. Maintain a clear view of sequencing, capacity, funding and business availability.
· Governance and decision support: Operate the programme governance rhythm, including Steering Committee preparation, decision papers, status reporting, action tracking and follow-through. Ensure forums focus on decisions, outcomes and value rather than activity reporting.
· PMO and delivery discipline: Establish and maintain consistent planning, RAID, dependency, decision, change-control, financial tracking and document-management standards across the portfolio.
· Risk, issue and escalation management: Maintain an enterprise view of delivery risks and issues, ensure mitigations have accountable owners and dates, and escalate material matters with clear options and recommendations.
· Workstream assurance: Challenge plans, assumptions, RAG status, estimates and recovery actions. Confirm that scope, requirements, testing, readiness, controls, documentation and handover are adequate before stage-gate decisions.
· Stakeholder alignment: Build strong relationships across Finance, Finance Systems, Technology, Operations, Risk, Internal Audit and regional teams. Translate complex delivery information into concise, decision-ready messages for senior leaders.
· Supplier and resource coordination: Coordinate internal teams, contractors and delivery partners; monitor commitments, deliverables, costs and knowledge transfer; support mobilisation, onboarding and transition to permanent capability.
· Change, readiness and adoption: Ensure each initiative has a proportionate change approach covering communications, training, business readiness, operating procedures, ownership and transition into BAU.
· Benefits and continuous improvement: Define measurable outcomes and benefits, track realisation after implementation and ensure lessons learned are reflected in future delivery standards.
Key working relationships
Finance Transformation sponsors and Steering Committee; Head of Finance Systems; Global and Regional Finance leadership; Finance process owners; Technology and data teams; Risk, Controls, Internal Audit and external audit stakeholders; programme and project managers; business analysts; implementation partners and specialist suppliers.
Key deliverables
· Integrated Finance Systems Transformation roadmap and portfolio plan with milestones, dependencies, resources and critical path.
· Clear executive reporting, programme dashboards, decision papers and Steering Committee materials.
· Current RAID, decision, action, dependency, change and benefits registers with accountable ownership.
· Consistent delivery methodology, templates, stage gates and evidence standards…