Senior Programme Manager

Moneybox’s roadmap of product and feature development is delivered as a programme that enables customer, commercial, risk, scalability, and efficiency outcomes. It’s a key lever for achieving Moneybox’s strategic objectives and providing our customers with great experiences and products.

We deliver our roadmap in structured 8-week delivery cycles involving multiple cross-functional Engineering squads (some pooled and some domain-allocated), Product and UX teams attached to products, BAs attached to business systems, and SMEs from functions across the business.

Overall project planning and outcomes are owned by Product and build delivery is owned by Squad Delivery Leads. The Change Team provides centralised programme management, prioritisation structures, trade-off processes, interdependency support, and overarching reporting to enable the Senior Leadership Team to lead and govern the programme as a whole.

This new role is designed to take our programme structures and processes to the next level of maturity and impact, prepare for the pace of change AI will enable, equip SLT with the MI to track benefits and return on investment, and lead orchestration across many teams to help them collectively deliver against the company roadmap. Reporting to the Head of Change, this fast-paced role will influence and partner at all levels of the organisation, flexing between navigating ambiguity, enforcing process consistency, and enabling proportional governance outcomes.

• Owns the programme management office across the Roadmap, enabling Engineering, Product, Change, UX, and wider business teams to improve delivery reliability, mitigate risks, and increase our governance

• Responsibility for the planning, reporting and escalation frameworks used by project teams, empowering Engineering and Product teams

• Coaches Engineering and project teams in both planning and delivery frameworks as well as on individual project-specific delivery challenges, supporting them through plan reviews, implementing mitigations, and governing changes

• Manages programme-level planning and escalations to SLT and ExCo, drawing on inputs from Engineering and project teams, including facilitating trade-off discussions, enabling efficient decision making, and providing clear and impactful executive reporting

• Responsible for risk and dependency mapping across the programme, identifying cross-squad and cross-project dependencies before they block progress and ensuring they are surfaced, owned, and tracked appropriately

• Matures the roadmap metrics framework by securing agreement to improved MI, data-driven prioritisation and trade-off decisions, and building out a view of benefits realisation and programme ROI

• Drives cross-functional alignment and process maturity, facilitating scope and resource conversations across Product, Engineering, and other contributing functions.

• A significant amount of experience under your belt - you've done this before and don't need much ramp-up time. This likely looks like 5+ years as a Programme Manager and 10+ years overall in change, transformation, data, AI, or engineering delivery managing complex programmes of activity across multiple teams in a fast-paced environment

• An autonomous, confident, self-starter who gets stuck in fast: you can walk into an unfamiliar environment, work out what matters, and start moving without waiting to be told

• Genuinely comfortable working in the grey - where the requirement, the owner, or the "right" process isn't yet defined - rather than needing a mapped-out playbook

• Excellent judgement about what to escalate, when, and to whom - you know the difference between a decision you can make yourself and one that needs appropriate visibility and governance

• More energised by maturing processes in a scale-up at scale-up pace and ambiguity than by operating in an established environment of a large bank or institution. You'll thrive here if you've built things before, not just followed a framework

• Someone who can operate with minimal day to day supervision, at pace, and still keep the right people informed

• You can take vague direction and turn it into concrete outcomes. You break large problems into smaller, logical issues that can be solved in turn, and you can explain your thinking and process clearly enough that others can follow it, challenge it, and build on it

• We aren’t expecting you to be a software engineer, but you must hold your own in a room of Tech Leads, Product Leads, and business and engineering architects. You must understand software development concepts and have experience in the good and the bad of software project delivery.

• Deep experience running structured, time-boxed delivery models. We are not looking for a methodology enthusiast: we want someone with a broad kit bag of agile, waterfall, and delivery techniques who draws on whichever fits the problem at hand.

• Advanced proficiency with project management tooling (Jira, Linear, Asana, etc.) and a proven ability to build clean, scannable reporting. Financially literate: comfortable owning the data behind delivery tracking, capacity planning, and spend.