Senior Manager Transformation Communications

Alter Domus is undertaking significant organisational transformation and requires a Senior Manager, Transformation Communications, for a period of six months. This role will partner with the Transformation and programme teams to own and deliver communications across our transformation portfolio. This is a senior, high-visibility role that is critical to ensuring colleagues and clients are informed, engaged and prepared for change.

Whilst this is fundamentally a communications role, what will set the successful candidate apart is their ability to deeply understand the context of transformation, including the impact on clients and colleagues, our value proposition to market, and the commercial and operational drivers behind change. This understanding will be the foundation for designing and executing communications and engagement strategies that truly land with speed and impact.

This role requires a senior communicator who can operate strategically, building trusted partnerships at all levels of the organisation, translating complex change into clear and compelling narratives, and leading communications across both programme and project level with confidence and autonomy.

• Communications Strategy — Define and lead the communications strategy for the transformation portfolio, ensuring a coherent and consistent narrative across all programmes, audiences and channels.
• Project Communications — Own and deliver internal and external communications for projects end to end within the transformation portfolio. Initial programmes in scope include Client Account Leader (CAL) and Acela.
• Enterprise-Wide Communications — Develop and lead communications that articulate the broader transformation programme and strategic narrative to colleagues and clients.
• Stakeholder Engagement & Influence — Build and maintain senior, trusted relationships across the business to understand the nuances of each programme, its audience and its impact. Influence and advise stakeholders on communications approach, acting as a trusted expert and thought partner.
• Communications Alignment — Partner with the wider Communications team to ensure transformation messaging is consistent and aligned with all other communications being deployed across the business.

• Transformation Team: Portfolio orchestration and oversight — engage to ensure cross‑programme coherence, prioritisation and alignment.
• Client Delivery & Line of Business Teams: Core delivery partners — day‑to‑day collaboration on programme‑level communications planning and execution, as many transformation projects are owned and driven within these functions.
• Change Management Team: Close collaboration to align communications with change impact assessments and readiness activities.
• Communications Team: Partner to ensure alignment and consistency across all colleague and client communications.
• Client Account Leaders: Engage to understand client relationships, sensitivities and the client impact of transformation.
• Senior Leadership / ExCo: Engage for sponsorship, approvals and enterprise‑wide communications.
• Product & Technology Teams: Understand the technical and operational detail behind transformation programmes.
• People Team: Align on colleague communications, particularly where transformation impacts ways of working or roles.
• GTM / Relationship Management: Collaborate on external communications and ensure client‑facing teams are equipped and briefed.

• A clear, senior‑led communications strategy is in place for the transformation portfolio.
• Colleagues understand the transformation, its rationale and their role within it.
• Clients receive timely, clear and professional communications ahead of any service changes, and whether they are impacted by more than one change. Communication needs to be client centric not per project.
• A consistent and coherent transformation narrative is maintained across all channels and audiences.
• The Transformation Team has a trusted, senior communications partner who adds strategic value, not just execution.
• Strong, collaborative relationships are built and maintained across all key stakeholder groups.

• Significant experience in a senior communications role, ideally within a complex, matrixed or dynamic environment. Technology, product, data and other tech-enabled platform company experience would be advantageous.
• Proven, repeated track record of leading communications through large-scale transformation programmes — this is not a first-time exposure role; candidates should be able to demonstrate multiple cycles of end-to-end transformation communications delivery.
• Deep experience navigating and communicating difficult people changes — including restructures, role changes, redundancies and cultural shifts — with the sensitivity, clarity and confidence these situations demand.
• Exceptional writing and narrative skills — able to craft compelling, audience‑appropriate content that cuts through complexity, builds understanding and drives engagement; a natural and versatile writer across formats and tones.
• Strong influencing and advisory capability — able to challenge, shape and guide senior stakeholders on communications approach, acting as a credible thought partner at ExCo level and across the business.
• Multi-channel communications expertise — experienced in deploying a broad and evolving range of communications channels and formats, including digital, video, visual storytelling, town halls, manager cascades and emerging tools, selecting the right channel for the right audience and moment.
• Extensive experience of both internal (colleague) and external (client) communications.
• Highly organised with the ability to manage multiple complex workstreams simultaneously, autonomously and with pace.
• Comfortable operating in a fast‑paced, evolving environment where priorities can shift and decisions need to be taken quickly with thoughtful judgement.