Ways of working - Transformation & Execution- Director

Job Description

Purpose of the role

Guides teams, leaders, and organizations in adopting and optimizing Agile practices. To foster an Agile mindset, enhance team performance, and drive continuous improvement by coaching teams in Agile methodologies, facilitating collaboration, and removing barriers to efficiency. Align Agile practices with organisational goals and support long-term, sustainable Agile transformations.

Accountabilities

• Mentor and coach : Guide teams and leaders on Agile principles, practices, tools, and methodologies in alignment to the Business Unit’s strategic needs and delivering value to the client / customers
• Facilitate Colleague Development: Coach and Develop colleagues to embed Agile ways of working, championing an Agile mindset and behaviors to drive cultural change
• Build High-Performing Teams: Help teams identify and address impediments to Agile execution and foster a culture of collaboration, innovation, and continuous learning
• Continuous Improvement: Use data and metrics to identify opportunities for improvement and growth
• Cross Business Collaboration: Collaborate with other Agile Coaches, share best practice and contribute to a network of Agile champions across Business Units
• Agile Adoption: Own the Agile coaching strategy to continually improve maturity levels across the organisation by embedding best practices.
• Facilitating the transition to new agile methodologies at teams, and team of teams levels (with the D role requiring a more strategic approach, including overseeing wider execution activities and broader enterprise change initiatives as well as some coaching/coaching oversight. The director will need to act at a strategic level across the program.)
• Candidates will need a strong understanding of scaled agile frameworks and have solid coaching experience in complex organisations, ideally in the financial services sector or similar
• Importantly, they will need to be able to demonstrate flexibility in applying frameworks and provide psychological safety to teams undergoing transformation, with clear evidence of having acted as a coach in the true sense rather than a practitioner