Change Manager in London

About The TeamTour Partner Group is a leading DMC for the UK, Ireland, the Nordics and Baltics. We bring together more than 300 destination specialists, designing B2B travel for Groups and FIT. Along with our MICE division, HORIZONS by Tour Partner Group, we are the experts in creating authentic experiences and memories that last a lifetime. We have offices in London, Edinburgh, Dublin, Copenhagen, and Phoenix. Our mission is to deliver personally tailored, authentic tours. Perfectly.

Responsibilities

Develop and own the change management approach for the transformation programme

Create a repeatable change management framework that can be applied consistently across all initiatives

For each initiative, assess change impact: who is affected, how significantly, what they need to do differently

Develop initiative‐specific change plans covering stakeholder engagement, communications, training, and adoption

Ensure change management is embedded in project delivery, not bolted on at the end

Partner with Project Managers to integrate change activities into project plans and timelines

Define adoption metrics for each initiative – what does \”success\” look like beyond go‐live?

Projects are only considered complete when adoption targets are achieved – go‐live is not success

Design adoption tactics tailored to each initiative, audience, and business unit

Implement dashboards to track adoption in real‐time across all initiatives

Identify lagging teams early and intervene before problems become entrenched

Report adoption progress to Steering Committee and escalates where adoption stalls

Build and manage a network of change champions across business units and geographies (UK, Nordics)

Recruit \”Power Users\” for each initiative – early adopters who test solutions, provide feedback, and train peers

Work with MDs to designate senior leaders as transformation sponsors with visible advocacy roles

Enable champions with tools, talking points, and support to drive adoption in their teams

Create feedback loops so frontline insights reach the programme team and inform solution design

Recognise and celebrate champion contributions

Proactively identify resistance across all initiatives – understand why people don\’t want to change

Distinguish between legitimate concerns (bad process, missing training, genuine issues) and reluctance to change

Address legitimate concerns by feeding back to project teams for resolution

Work with managers to address resistance constructively – coaching, support, and where necessary, accountability

Support difficult conversations when enforcement is required

Navigate the political dynamics of change across business units with different cultures and histories

Conduct training needs analysis for each initiative – what skills do people need to succeed?

Design role‐based training curriculum – different users need different training depths

Coordinate training delivery across modalities: classroom, e‐learning, videos, quick reference guides, on‐the‐job coaching

Ensure training happens at the right time – not too early (forgotten), not too late (panic)

Measure training effectiveness – can people actually perform the new tasks?

Support ongoing capability building and reinforcement, not just go‐live training

Develop and execute communications strategy for the transformation programme

Create consistent narrative across all initiatives – why we\’re changing, what\’s in it for employees, what\’s expected

Position technology change as \”exchange of value\” – new tools eliminate tedious manual work in exchange for adoption and learning

Tailor messages by audience – executives, managers, frontline staff, different business units

Capture and share success stories – make early wins visible to build momentum

Manage communications across multiple channels (email, Teams, town halls, team meetings, intranet)

Coordinate with HR and Internal Communications on sensitive messaging (especially where headcount changes are involved)

Ensure executives visibly sponsor and advocate for change, not just govern from steering committees

Brief executives on their role in driving adoption – what they need to say and do

Prepare talking points and materials for executive communications

Support CFO (Business Sponsor) in holding MDs accountable for adoption in their units

Escalate when executive air cover is needed to overcome blockers or resistance

Qualifications

4+ years change management experience in business transformation or technology programmes

Proven track record of driving adoption of enterprise systems (CRM, ERP, finance systems, or similar)

Experience with change management methodology (Prosci ADKAR, Kotter, or similar)

Training design and delivery experience – can create and run effective training programmes

Strong influencing skills – can persuade without authority and navigate organisational politics

Data‐driven approach – tracks adoption metrics, identifies patterns, intervenes based on evidence

Comfortable with both encouragement and accountability – can have difficult conversations when needed

Excellent communication skills – written, verbal, and presentation

Experience working across multiple business units, teams, or geographies

Ability to manage multiple initiatives simultaneously with different stakeholders and timelines

Travel or hospitality industry experience

Prosci certification or equivalent change management qualification

Experience with CRM, finance automation, or BI/analytics platform adoption programmes

Experience with transformation programmes involving headcount changes or role redesign

Experience supporting M&A integration and organisational change

Experience building and managing champion/ambassador networks at scale

Internal communications or employee engagement background

Multi‐country change management experience (UK and European markets)

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