- The Engineering Product Operations Lead (EPOL) is a newly created role at the heart of this transformation
- You and engineering leaders share accountability for outcomes — they own the product, you provide them with the frameworks and support for everything that enables delivery
- Each EPOL partners with an engineering area of 100–300 people, bringing operational coherence to a space that was previously fragmented
- You’ll report to the Head of Portfolio & Business Management for Data Platforms
- Depending on your area, you may lead a small team, or act as a senior individual contributor
- You’ll succeed by combining a product-led mindset with operational rigour
- You bring data, not opinions, to decision‑making forums
- You work backwards from what delivery teams and customers need
- And you treat the company’s resources as if they were your own
- You’ll own five interconnected areas. Here’s what that looks like:
- Alignment & Governance — Own the planning cadence for your engineering area: how decisions get made, how priorities are communicated, and how information flows between teams and leadership. You bring data to every conversation, ensure commitments are tracked, and make governance feel like a useful structure — not bureaucracy
- Product Delivery — Drive delivery outcomes by keeping portfolio progress visible, unblocking teams, and ensuring the right work is prioritised at the right time. Your delivery portfolio is the collection of projects, initiatives, and operational work your area is responsible for. You work backwards from customer outcomes, plan incrementally, and when metrics and reality diverge, you investigate rather than simply report
- Teams & Workforce — Shape and sustain the workforce: balancing immediate delivery needs with building the skills and capabilities that matter for the long term. You take accountability for growing talent, fostering a culture of recognition and development, and managing contractor and vendor relationships with the same rigour as permanent teams
- Risk & Controls — Keep the engineering area healthy by proactively managing operational, technology, and cyber risk. You turn compliance from overhead into an enabler — encouraging informed risk‑taking rather than risk‑avoidance, while ensuring issues are captured early and resolved thoroughly
- Financial Management — Own the financial picture end‑to‑end: from annual investment planning to tracking spend across people, cloud, software, and project budgets. You treat budgets as if they were your own, prioritising sustainable value over short‑term expedience
- Running governance forums and quarterly planning cycles
- Producing executive‑level reporting and business cases
- Driving workforce strategy and contractor management
- Managing operational risk processes and control adoption
- Ensuring financial accuracy, forecasting, and transparency
- All while continuously challenging how these things are done and finding better, simpler ways to operate
You can manage portfolio-level risks, dependencies, and change — keeping teams informed without overwhelming themYou have strong financial instincts: you can manage budgets, build forecasts, and spot where money is being spent without impactYou challenge how things are done. You’re not here to maintain the status quo — you automate, simplify, and improveYou’re confident driving planning cadences, governance structures, and delivery reporting across multi‑team environments — and you know when to simplify rather than add processYou’ve shaped workforce strategies before: balancing permanent hires vs. contractors, managing vendor relationships, and planning for the skills you’ll need next yearYou build trusting relationships quickly — from engineering teams to senior leadership — and you adapt your communication to the audienceYou produce clear, compelling materials: business cases, board papers, executive briefs that land with decision‑makersExposure to engineering productivity metrics, cloud cost management, or technology lifecycle planningA recognised project or programme management qualification such as MoP, PMP, or PRINCE2 (though we value capability over credentials)Experience with agile delivery methodologies and product‑led ways of workingFamiliarity with financial services, market data, or fintech environmentsAbove all, you have a growth mindset. You’re naturally curious, you learn continuously, and you’re not afraid to go deep into unfamiliar territory. You collaborate openly, challenge constructively, and listen actively. You hold yourself to high standards — not because someone told you to, but because that’s who you are
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