Business Services Senior (Permanent) in Theale

Cornerstone is the UK’s leading mobile and digital infrastructure provider, managing over 15,700 sites and holding 35% of the market. Our mission is to be famous for excellence in delivery, embracing transformation with our people and our customers at its heart.

This role sits at the centre of our Technology, Data & Digital strategy. One of the four priorities in that strategy is to fix how we engage the business and deliver change: a clear demand and portfolio process, proper delivery, and benefits that are actually realised.

The Head of Business Change leads the business change and adoption function. You own how change is prioritised, governed, delivered and adopted across the Technology, Data & Digital portfolio, and the business change that depends on it.

You are accountable for business engagement and demand management, the investment portfolio, project and programme delivery, business analysis, test assurance, adoption and benefits realisation.

We already deliver projects, but the engagement model, demand process, portfolio governance, product and service ownership, adoption and benefits management are not where the strategy needs them to be.

• How Technology, Data & Digital and the business engage on change: discovery, shaping and agreement.
• The investment portfolio: funding, capacity, dependencies and financial control.
• Enterprise PMO: standards, reporting, risk, dependencies and portfolio visibility.
• Project and programme delivery (agile, waterfall or hybrid).
• Business analysis: requirements, process design and traceability into delivery.
• Software / test QA for change delivery.
• Data quality sits with the Head of Data.
• Adoption, business readiness, communication and workforce impact.

Define and run the business engagement model, with clear roles for sponsors, outcome owners, engagement leads and design authorities. Put in place a single demand process so work is shaped against strategy, capacity and risk before it is funded. Own the Technology, Data & Digital portfolio view: what is in, what it costs, what depends on what, and how delivery is going. Make sure work entering the portfolio has a sponsor, an outcome owner, a benefits case and named dependencies on architecture, data and security.

Establish and run the Enterprise PMO: standards, stage controls, reporting, RAID, dependencies and financials. Set ways of working that cover agile, waterfall and hybrid delivery without adding process for its own sake. Manage cross-portfolio risk, dependencies and resource conflict, and escalate early.

Lead delivery for the Technology, Data & Digital change portfolio and the business initiatives that depend on it. Keep plans realistic against capacity and sequenced to the strategy: foundations first, then connect and modernise, then scale. Hold delivery to time, cost, quality and scope. Work with Enterprise Architecture, Data and Security so design and controls are part of delivery, not bolted on at the end.

Lead business analysis so requirements, processes and acceptance criteria are clear and owned. Make sure testing and software QA give a real view of quality before release. Keep a hard line between software QA and data quality / data governance (Head of Data). Ownership sits with the business or platform lead. Own adoption and business readiness for major change: communication, training, cutover and go-live. Judge change on whether it was adopted and whether the benefits landed, not on whether the project closed.

Lead the team across PMO, business analysis, project delivery, testing and change / adoption. Work with senior stakeholders in the business and technology to keep demand aligned to strategy and capacity. Work as a peer to the Head of Data and the Head of AI, Architecture & Digital Operations, with clear hand-offs between delivery, architecture, operations and data.

Business engagement, demand and portfolio model agreed and in use, with named sponsors and outcome owners on priority work. One clear view of the Technology, Data & Digital portfolio: priorities, funding, capacity, dependencies and delivery health. Horizon 1 foundation work is protected. Delivery is predictable: milestones met, risks and dependencies managed, exceptions raised early.

8+ years in senior change, transformation or delivery leadership (Head of Business Change, Head of PMO, Transformation Director, Programme Director or similar). Not just running a settled PMO. Led multi-project or multi-programme portfolios, including capacity, dependency and investment trade-offs. Solid working knowledge of portfolio, programme and project methods across agile, waterfall and hybrid. Experience running business engagement / demand models with senior sponsors. Used to working with architecture, data, security and operations inside delivery. Infrastructure, telecoms, asset-intensive or similarly complex environments strongly preferred. Aware of the UK CNI / telecoms regulatory context and what it means for change control and release. Able to recommend investment and prioritisation on value, risk and strategic fit. Happy to build in an imperfect environment: set direction when demand is competing, get hands-on where needed, and put foundations in before scaling.

Reward & Recognition: Competitive salary and an excellent bonus structure.

Time to Recharge: 30 days’ annual leave.

Long Term Security: Competitive pension scheme and life insurance.

Hybrid working to help you balance work and home life.

Private medical insurance including dental and optical cover.

Cycle to Work scheme, Electric Car scheme, and retail discounts.

Community & Growth: A generous refer a friend scheme. Our commitment to Equity, Diversity, and Inclusion (EDI) is fundamental to our success.