Head of Portfolio Delivery

• Own the delivery relationship with the Value Stream(s) owner(s) to shape, mobilise, design and deliver the programmes and projects in the portfolio so investment decisions are aligned to strategic goals and value delivery is tracked and demonstrated at a portfolio level, which includes visibility of DT&D led product deliveries in a single, integrated view.
• Partner with the Transformational and Process Excellence team, work with architects to identify the capabilities required to deliver those outcomes and that these are translated into backlog ready items or projects) and PMO Manager (portfolio level assurance, governance, reporting and controls) to ensure that pan-Transformation services are customer-oriented, outcome focused, joined up and value-add.
• Ensure all change delivered is strategically aligned and value-add. Facilitate value / effort trade-off conversations and ensure delivery is balanced against capacity and escalate to SPMO as and when Enterprise-level decisions or arbitration is required.
• Develop excellent relationships with Operating Board and senior leader(s) across the BU / Value Stream, providing delivery oversight, setting clear expectations about what is feasible and when and building a reputation as ‘trusted advisor’ and thought partner in the leadership of all complex change initiatives. Create clarity and alignment and coach leaders through change.
• Flex to directly lead programmes of transformational change as and when needed (go deep) ensuring that all aspects of best practice programme delivery are adopted, alongside leading a team to deliver across the portfolio (go broad).
• Provide reporting on portfolio / programme progress (including timelines / accuracy) to stakeholders. 
• Communicate complex information clearly and persuasively and create sponsor and team alignment.
• Prepare relevant collateral for various governance forums including steering packs.
• Be responsible for own secretariat, ensuring meetings are minuted, actions and decisions are tracked and monitored to closure.
• Responsibility for ensuring a continuous improvement in delivery services and ensuring that the right capability and capacity is in place across the team. Identify and act upon synergies, conflicts, overlaps and resource pinch points.
• Build high performing delivery teams. Lead, develop, coach and inspire the portfolio team (both dedicated transformation delivery roles and “business as usual” members) in the delivery of the portfolio ensuring a relentless focus on quality, execution and achievement of the Portfolio / Value Stream outcomes. 
• Line manage 4-5 Project Managers / Junior Project Managers and 1-2 Senior Project Managers – some of whom may be working directly within your portfolio, some of whom are working on other projects in a different business unit / value stream, ensuring that performance is managed with clear and consistent expectations and objectives, clearly defined personal development plans, and continual support and coaching.
• Demonstrate commerciality – a robust knowledge of the business, its strategy, commercial and financial levers, and performance drivers.
• Develop a sufficiently robust understanding of content, domain and product specific knowledge to be credible and to deliver change effectively.
• Adhere to best practice delivery, adopting appropriate methodology and tools as per the Co-op governance and delivery frameworks as set by the SPMO. 
• Adapt methodology employing risk-based decision making and assess the appropriateness of a delivery method to maximise efficiency and effectiveness within and across different pieces of change (e.g. consolidating activities into programmes or transitioning projects to product as appropriate).
• Meet all SPMO data accuracy and reporting requirements.
• Ensure lessons learned are documented across the portfolio and action actively demonstrated

Show You Care
We do right by our people and care about our Co-op, our member-owners and our communities.

• We support each other with kindness and compassion, listen and share honest feedback, and make sure we do things fairly and responsibly.

Do What Matters Most
Delivering our vision and purpose, and making everyone feel valued and included, is what matters most.

• We put our member-owners at the heart of what we do, take responsibility for our actions, and focus on doing the right things for our colleagues, communities and planet.

Succeed Together
Co-operation is our superpower; we're better and stronger when we work together.

• We value teamwork and shared goals, nurture an inclusive environment, and celebrate diverse thinking to create the best outcomes.

Be Yourself Always
We bring our best self to work and respect others for doing the same.

• We are confident to be ourselves, build trusting relationships, and welcome different people, change and challenge.

We Do Right By Our People

• As leaders, we know our people and do right by them every day.
• We empower, develop and care for our people with kindness and compassion, listen with honesty, and create safe, inclusive workplaces built on mutual respect.

We Think Member Owners

• There is no ‘us’ and ‘them’ — we are all members, which makes us all owners.
• We put member-owners at the heart of everything we do, make bold and sustainable decisions, and drive growth that creates economic, social and ownership value.

We Are True Co-operators#

• Co-operation is our superpower and something we truly believe in.
• We work towards shared goals over individual wins, lead with curiosity and courage, and build resilience by learning from mistakes and holding ourselves accountable.

• Advise on the most appropriate delivery model (project vs product) for initiatives.
• Deploy delivery resources into critical programmes and projects within the BU / value stream(s)
• Influence prioritisation & sequencing decisions in partnership with the SPMO, the Design team and business leaders.
• Shape & enforce delivery standards & practices across the BU / value stream(s)
• Lead delivery assurance reviews & determine escalation or intervention actions.
• Hold strategic relationships with:
• Business Units & Value Stream Leaders – to support delivery of strategic outcomes & build local capability.
• Op Board Sponsors – to ensure visibility, alignment & support for critical initiatives.
• SPMO – to align delivery with governance, planning & prioritisation frameworks.
• Design Team – to ensure each Value Stream has the design capabilities required for effective programme / project delivery and partner to ensure effective upstream discovery / design activities enable change to be effectively defined for effective handover to delivery. 
• Finance – to ensure delivery performance aligns with investment plans & benefits tracking.
• DT&D & Product Delivery – to coordinate delivery across platforms & ensure feasibility of technical solutions.

Budget accountability - Line accountability circa £0.8m with indirect project / programme budget accountability of up to £30m

• Experience with integrated planning, delivery governance, and benefits realisation frameworks.
• Able to facilitate effective decision making.
• Continuous improvement mindset.
• Outcome-focused and a flexible mindset to optimise value creation. 
• Proven leadership of complex, cross-functional programme & project delivery in large organisations.
• Understanding of product, agile & traditional delivery models & when to apply them.
• Strong delivery assurance & risk management expertise
• Experience building & leading high-performing delivery teams or pools.
• Excellent stakeholder engagement, communication & influencing skills, including at Op Board level. 
• Strong commercial acumen and operational understanding / domain knowledge. Strong EQ and curiosity.
• Ability to lead through ambiguity & drive delivery momentum in complex environments.
• Builds change capability both within Transformation and outside.

Accountability

• Contributes significantly to medium-term strategic planning for the function, ensuring alignment of activity within their own team. 
• Plans and co-ordinates work within a team, ensuring the right capabilities are in place to deliver effectively now and in the future, and responding to change that impacts on their area of responsibility. 
• Manages team delivery in accordance with agreed budgets. 

Impact

• Acts as a voice for their wider team, advising senior leaders to ensure challenges, learnings and opportunities experienced across the business inform strategic decision-making. 
• Empowers and enables their immediate team to deliver the short-term plan within clear decision-making parameters, providing resources and guidance to support them. 
• As an individual contributor, provides thought leadership to help shape the function's response to challenges, and approach to delivery of the medium-term plan. 
• Creates a Co-op culture of inclusivity which allows colleagues to be themselves always, where everyone can reach their potential. 

Co-operation

• Collaborates with peers to deliver great work that enables the function to succeed. Co-operates with other teams and SMEs to get to the best outcome for the Co-op in their work.