Strategy Architecture and Capability Team Enablement Lead

Welcome to Haleon. We’re a purpose-driven, world-class consumer company putting everyday health in the hands of millions. In just three years since our launch, we’ve grown, evolved and are now entering an exciting new chapter – one filled with bold ambitions and enormous opportunity. Our trusted portfolio of brands – including Sensodyne®, Panadol®, Advil®, Voltaren®, Theraflu®, Otrivin®, and Centrum® – lead in resilient and growing categories. What sets us apart is our unique blend of deep human understanding and trusted science.

Now it’s time to fully realise the full potential of our business and our people. We do this through our Win as One strategy. It puts our purpose – to deliver better everyday health with humanity – at the heart of everything we do. It unites us, inspires us, and challenges us to be better every day, driven by our agile, performance-focused culture.

About the role: This role will drive the enablement agenda within the Strategy, Architecture and Capability team and will report directly into the Head of Strategy, Architecture and Capability. Working with the rest of the team (of c25), this role will be responsible for operationalising our enterprise architecture standards and governance forums, managing Architecture capability frameworks and learning initiatives, owning and driving adoption of Architecture tooling, team communications, organising team ceremonies and facilitating team planning.

Scope (enterprise-wide, not domain-specific): This role operates horizontally across all technology and solution domains. It does not design or deliver systems. Core scope areas include (not exhaustive):

• Operationalising, running and governing:
• Enterprise architecture standards and reference architectures
• Architecture guidance and “minimum viable architecture” guardrails
• Architecture assurance frameworks for programmes, platforms and major investments
• Architecture governance forums and decision processes
• Architecture risk, resilience and technical debt reporting
• Product Ownership for Architecture Tooling
• Forming and managing an architecture capability framework and learning programme.
• Forming and managing a standard set of Architecture artefacts, documentation and playbooks
• Team communications and running team ceremonies.
• Facilitating team planning and capacity management.
• Management of ad-hoc internal projects.
• Definition and management of team OKRs.

Key accountabilities: The Strategy, Architecture and Capability Lead is accountable for:

• Architecture governance is operational and effective — The function's governance forums, standards, and assurance processes run reliably, decisions are documented, and the right people are engaged at the right time.
• Architecture tooling is adopted and valued — The team's tooling is fit for purpose, actively used across the enterprise, and continuously improved based on user feedback.
• Capability framework is in place and progressing — A coherent architecture capability framework and learning programme exists, is maintained, and demonstrably improves the skills and maturity of the team over time.
• Artefacts and documentation are current and accessible — The standard set of architecture artefacts, playbooks, and templates is well-maintained, easy to find, and consistently used by the team.
• Technical debt and architecture risk are visible — Reporting on architecture risk, resilience, and technical debt is accurate, timely, and actionable for senior stakeholders.
• The team operates effectively — Ceremonies, communications, planning, and capacity management are well-run, the team is well-informed, and ways of working support rather than hinder delivery.
• OKRs are defined, tracked, and delivered — The function has clear, measurable objectives; progress is tracked consistently; and the Manager owns delivery against the operational OKRs within their scope.
• Internal team projects are delivered to time and quality — Ad-hoc internal projects are scoped, managed, and closed out effectively without dropping other accountabilities.

Key responsibilities:

• Architecture standards & governance — Operationalise and run enterprise architecture standards, reference architectures, and minimum viable architecture guardrails across all technology and solution domains.
• Architecture assurance — enable adoption of assurance frameworks for programmes, platforms, and major investments, ensuring architectural decisions are reviewed, documented, and governed appropriately.
• Governance forums — Own and facilitate architecture governance forums and decision-making processes, including preparation, coordination, and follow-up.
• Risk & technical debt reporting — Maintain architecture risk, resilience, and technical debt reporting, ensuring visibility of issues and trends for senior stakeholders.
• Architecture tooling — Act as Product Owner for architecture tooling, driving adoption across the team and the wider enterprise and managing the tooling roadmap.
• Capability framework & learning — Form and manage an architecture capability framework and associated learning programme, building skills and maturity across the team.
• Artefacts & documentation — Own the standard set of architecture artefacts, documentation templates, and playbooks, keeping them current and fit for purpose.
• Team communications & ceremonies — Lead internal team communications and organise and facilitate team ceremonies, ensuring effective ways of working across a team of 25.
• Planning & capacity management — Facilitate team planning cycles and manage capacity, ensuring priorities are clear and resources are allocated effectively.
• OKRs & internal projects — Define and manage team OKRs, and take ownership of ad-hoc internal projects as required to support the function's operational effectiveness.

What good looks like:

• Architecture forums are well-run, decision-focused and respected.
• Papers are higher quality and require less rework.
• The team is well coordinated and there is clear measurement and reporting on objectives.
• Decisions are documented, traceable and implemented.
• Fewer surprises late in delivery due to unresolved architectural risk.
• Standards evolve based on real delivery feedback, not theoretical design.
• Tooling and standards are adopted.

Qualifications & experience:

• Essential: Experience in enterprise architecture, architecture governance or assurance roles.
• Proven experience chairing architecture or technical governance forums.
• Strong written and verbal communication skills, including clear documentation of decisions and actions.
• Ability to challenge constructively and maintain independence of judgement.
• Experience in business management (or adjacent roles).

• Preferred: Experience operating a central governance function.
• Experience in large, global or regulated environments.