Job Purpose: Lead the delivery of Britam’s major technology programmes on behalf of the business. The first and largest is the Group ERP and HRIS implementation across the operating markets including all other programmes of similar scale. Set up each programme before design begins: governance, plan, budget, architecture and controls. Hold accountability for scope, schedule, cost, quality, risk, vendor performance, adoption and benefits through go-live, hypercare and handover to business as usual. Lead the in-house software teams that build the integrations, extensions and self-service journeys around the core platforms, applying the delivery method suited to the work. Keep the sponsor, business owner, design authority, vendor and assurance roles distinct, and provide one agreed view of programme status. Key responsibilities: 1. Programme leadership and governance Mobilise each programme before design begins: secure approval of the charter, scope, governance, decision rights and success measures, and validate the business case, resources and market sequencing before baselining the plan. Act as the single client-side point of accountability, run the governance forums covering design authority, delivery, market readiness and risk, escalate unresolved decisions early with options and a recommendation, and codify what each programme produces into reusable Group delivery standards. 2. Planning and delivery control Own the integrated plan across every workstream, from solution build, integration and custom development through data migration, testing, change, security, cutover and market deployment. Operate stage-gated control for vendor-delivered implementation alongside iterative release cycles for extensions and front-ends. Track schedule, cost, scope, quality, risk and benefits against approved baselines, and recover performance that moves outside tolerance. 3. In-house software delivery and engineering standards Lead the teams building integrations, extensions, reports and self-service journeys around the core platforms, with named business product owners holding backlog authority and acceptance, and one prioritised backlog so that no parallel change queue forms. Protect configuration-first design, with every extension carrying a rationale, a named owner and an assessed support cost, and enforce engineering standards covering source control, peer review, automated build, deployment and regression testing, and secure coding. No release bypasses design authority approval or segregation-of-duties review. 4. Design, data, security and go-live Chair the client design authority, challenge unnecessary customisation on evidence, and drive a group-first design with controlled local variation for statutory, tax, payroll, language and currency requirements. No programme replicates inefficient legacy processes in a new platform. Own data migration and reconciliation end to end, coordinate integration with the core insurance, banking, payroll, payments, procurement, identity and reporting platforms, and ensure access management, segregation of duties, audit trails, cybersecurity, data privacy and recovery requirements are built and tested. Set the testing strategy with auditable entry and exit criteria and business sign-off, block progression through any stage gate where evidence, controls or readiness is incomplete, own cutover and go/no-go, lead hypercare to agreed exit criteria, and hand over to the permanent support organisation. 5. Vendor, commercial and financial control Manage systems integrators, software vendors and third parties against contracts, milestones, service levels and acceptance criteria; challenge estimates, change requests and claims independently; and lead corrective action, contractual notice and dispute resolution. Control budget, forecast, contingency and total cost of ownership, including the run cost of custom-built components, and validate invoices and milestone payments against accepted deliverables with Finance and Procurement. 6. Change, adoption, benefits and people Align process redesign, communications, training and adoption with the technical plan, track readiness by market, function and user group, and hold business owners accountable for process decisions, data quality, user acceptance and post-go-live performance. Training completion is an input to adoption, not evidence of it. Define benefit owners, baselines and realisation plans, and lead a cross-functional, cross-market team of internal staff, engineers, consultants and vendor personnel: clarify accountabilities, secure ring-fenced capacity and coach workstream and squad leads.