Programme Director in Knutsford

Responsibilities

• Own end-to-end disinvestment programme delivery: Lead the structured exit of the Barclays Partner Finance business through to its target end state (Q1 2029), ensuring continuity of service to existing customers while safely decommissioning platforms, products and processes.
• Lead Technology Risk & Control function for CAPL Technology: Take accountability for the full risk and control estate on behalf of the CIO, including cyber, technology debt, service management (problem records), adherence to standards, audit engagement, and remediation tracking.
• Rebuild and establish a relocated control function: Re-establish the risk and control capability in a new primary location (Radbroke / Northampton), including restructuring teams, retaining critical talent where possible, and rebuilding capability from a partially displaced workforce.
• Deliver stable operation alongside controlled decommissioning: Ensure the ongoing stability and resilience of a live technology estate supporting a ~200‑person function, balancing BAU delivery with phased disinvestment activity.
• Drive programme governance, reporting and regulatory discipline: Implement robust governance across both the control function and disinvestment programme, including executive reporting, audit readiness, and alignment to Barclays control and regulatory standards.
• Manage complex, high-demand external partnerships: Oversee relationships with key strategic partners (e. g., major retail / platform clients), managing demanding stakeholders and ensuring service continuity throughout the wind‑down period.
• Lead cross‑functional technology and delivery teams: Provide leadership across application development, control, and programme teams, operating through both direct and matrix structures to deliver outcomes at pace.
• Ensure strong stakeholder engagement at senior level: Act as the primary interface for senior business, technology, and control stakeholders, providing clarity, challenge and transparency across delivery, risk and decision‑making.
• Integrate risk, control and delivery outcomes: Bring together risk management and programme execution to ensure the disinvestment is executed safely, in line with policy, and without control degradation.
• Purpose of the role

To manage change projects that help the organisation achieve its strategic objectives, while ensuring that projects are delivered on time, within budget, in control and in compliance with regulatory requirements and internal policies and procedures.

• Accountabilities
• Management of change projects within the organisation, ensuring that they are delivered on time, within scope, budget, and to the required quality standards.
• Development and management of project plans that outline the scope, objectives, timelines, and resource requirements for change projects.
• Communication with stakeholders, including senior management, project teams, and external partners, to ensure that they are informed about project progress and that their needs and expectations are being met.
• Management of project teams, ensuring that they are properly resourced and that they have the necessary skills and expertise to deliver on project objectives.
• Management of project budgets, ensuring that projects are delivered within the agreed budget.
• Creation of reports on project progress to ensure that proposed solutions are delivered on time and within budget.
• Management of project risks, ensuring that risk, assumptions, issues and dependencies are identified, assessed, and mitigated as necessary.
• Facilitation of change management activities, including training and communication, to ensure that change projects are successfully implemented and embedded in the organisation.
• Director Expectations
• To manage a business function, providing significant input to function wide strategic initiatives.

Contribute to and influence policy and procedures for the function and plan, manage and consult on multiple complex and critical strategic projects, which may be business wide.

• They manage the direction of a large team or sub‑function, leading other people managers and embedding a performance culture aligned to the values of the business.

Or for an individual contributor, they lead organisation wide projects and act as deep technical expert and thought leader, identifying new ways of working and collaborating cross functionally.

They will train, guide and coach less experienced specialists and provide information affecting long term profits, organisational risks and strategic decisions.

• Provide expert advice to senior functional management and committees to influence decisions made outside of own function, offering significant input to function wide strategic initiatives.
• Manage, coordinate and enable resourcing, budgeting and policy creation for a significant sub‑function.
• Escalates breaches of policies / procedure appropriately.
• Foster and guide compliance, ensure regulations are observed that relevant processes in place to facilitate adherence.
• Focus on the external environment, regulators, or advocacy groups to both monitor and influence on behalf of Barclays, when appropriate.
• Demonstrate extensive knowledge of how the function integrates with the business division / Group to achieve the overall business objectives.
• Maintain broad and comprehensive knowledge of industry theories and practices within own discipline alongside up‑to‑date relevant sector / functional knowledge, and insight into external market developments / initiatives.
• Use interpretative thinking and advanced analytical skills to solve problems and design solutions in often complex/ sensitive situations.
• Exercise management authority to make significant decisions and certain strategic decisions or recommendations within own area.
• Negotiate with and influence stakeholders at a senior level both internally and externally.
• Act as principal contact point for key clients and counterparts in other functions/ businesses divisions.
• Mandated as a spokesperson for the function and business division.
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