Programme director, London.
One plan, one register, one report, and the authority to say no.
R.05 · Finance & Transformation
The role
ServiceFinance & Transformation
OfficeLondon, embedded at the client
LevelPrincipal, reports to the partner
Salary£150–180k, no bonus, published band
Closes14.11.26
What the role is for, and who it is for.
You will sit inside a client’s leadership team for six to twelve months running an integration, a recovery or a transformation to a number agreed in week one, and hand the programme office to their own finance function by month six.
You will
01Agree the number with the CFO and the sponsor before any workstream starts.
02Run one plan, one risk register and one monthly report to the board.
03Stop or resequence a workstream when it needs stopping.
04Hand the office over on a date written into the letter.
You have
Run a programme of this kind from the client side, as a finance director, a COO or a programme lead.
Said no to a director and kept the room.
A record of programmes that closed rather than faded.
If two of these are true and the third is close, write anyway.
What it is not.
A candidate who discovers these in week three has been sold a brochure. They are here so nobody is.
A PMO role. The office reports; you decide.
A permanent seat. The role is designed to end at each client.
How we hire, in order.
The page is about a number you moved and how you know. We read every one; a partner, not a screener.
With the partner for the service. You ask most of the questions.
Three hours with an anonymised ledger from a closed engagement. We want to see how you check a number, not whether you get the answer we got.
Paid. You sit in on live work and we sit in on you.
From a published band. No negotiation theatre: the band is the band.