United Kingdom · Corporate Strategy · Director/VP (16-20 years)

Director, Business Redesign & Strategy

Here is the whole job, in plain words. What it is, a real day, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

Experience bandDirector/VP (16-20 years)
Direct reports25-100+ reports
Reports toChief Operating Officer (COO)
UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP of Business Transformation · Head of Enterprise Process Excellence · Strategic Operations Director

Built on an analysis of 43,079 real UK job descriptions · grounded in qualifications employers recognise

Start with a free Future Fluency check, tuned to Director, Business Redesign & Strategy

Ten quick questions, one per Future Fluency, asked against this role rather than a generic one. About five minutes, and no card.

Start the check, free

1What this role really is

This isn't just about tweaking processes; it's about reshaping how our entire business operates to meet future demands. You'll be the architect of large-scale, multi-year transformations, making sure our strategic vision actually hits the ground running. We're talking about tangible, measurable change that impacts our bottom line and our customers.

2What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Process Mining & Modeling (Celonis, Signavio)Strategic

Interpreting enterprise-wide process intelligence to identify strategic redesign opportunities, driving tool selection, and managing vendor relationships for process mining platforms. You'll use these insights to shape the transformation agenda.

Collaboration & Whiteboarding (Miro, Mural)Strategic

Using these tools to facilitate executive-level alignment sessions, visualise complex strategic roadmaps for the board, and drive collaborative decision-making across leadership teams.

Data Visualization (Tableau, Power BI)Strategic

Defining the key metrics and designing the executive dashboards that the C-suite uses to monitor the health and performance of major business processes and transformation programmes.

Advanced Excel (Power Query, VBA, Financial Modeling)Strategic

Reviewing and pressure-testing the complex financial models built by your team, ensuring that assumptions are robust and defensible to the CFO and Board for multi-million pound business cases.

Strategic & Financial Planning (Anaplan, Pigment)Architect

Owning the strategic planning model for the transformation portfolio, presenting scenarios and trade-offs to executive leadership, and ensuring redesign initiatives are accurately reflected in corporate financial forecasts.

Enterprise Architecture (LeanIX, Orbus iServer)Strategic

Partnering with the Chief Architect to ensure the business redesign roadmap aligns with the long-term technology strategy and actively avoiding the creation of technical debt across the enterprise.

3What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choice	Coming in	Where you are now	The step above
Strategic Programme Prioritisation	No involvement beyond executing assigned tasks.	Proposes minor adjustments to project scope within a programme.	Recommends strategic trade-offs and resource allocation across multiple projects.
Target Operating Model (TOM) Design	Documents 'as-is' process steps.	Maps 'to-be' processes for a specific sub-function.	Designs the full TOM for a complex workstream, including people, process, tech.
Budget Allocation & Spend	Tracks personal expenses.	Manages small project budgets (up to £5K).	Manages project budgets up to £50K, with approval from Director.

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

Portfolio Value Realisation

The actual P&L impact (cost savings or revenue generation) achieved from your portfolio of transformation programmes.

Target · Achieve >£5M in validated annual P&L impact.

Delivering £6.5M in operational cost savings across three major redesign programmes in a fiscal year, exceeding the £5M target.

Strategic KPI Improvement

Moving key enterprise-level metrics (e.g., Order-to-Cash cycle time, Customer Onboarding speed, Employee Satisfaction) by board-agreed targets.

Target · Achieve a measured 15%+ improvement in two core business unit KPIs.

Reducing the average customer onboarding time from 10 days to 7 days (a 30% improvement) for our new digital product line.

Programme Delivery & Budget Adherence

The percentage of major transformation programmes delivered on time and within the allocated budget.

Target · 90% of programmes delivered within ±5% of budget and schedule.

Overseeing a £10M transformation programme that finishes 2 weeks early and £200K under budget, while still hitting all key milestones.

Organisational Capability Uplift

Improving the overall maturity of our business processes and transformation capabilities across the organisation.

Target · Increase our enterprise process maturity score from Level 2 to Level 4 over a 3-year period.

Establishing a robust Centre of Excellence for process design, resulting in a measurable improvement in standardisation and reusability of process assets across the company.

Executive Sponsorship & Buy-in

Your ability to secure and maintain strong sponsorship from C-suite and Business Unit leaders for your transformation initiatives.

C-suite actively champions your programmes in public forums
programme risks are openly discussed and resolved at executive level
you're proactively invited to strategic planning sessions, not just operational updates.

Strategic Alignment & Vision

How well your redesign programmes align with and directly support the overarching corporate strategy, and your ability to articulate this vision clearly.

Your transformation roadmap is consistently referenced in board-level strategic documents
your team's work is seen as a critical enabler of the CEO's top priorities
you can clearly link every major initiative back to a strategic objective.

Talent Development & Team Leadership

Your effectiveness in building, mentoring, and retaining a high-performing team of transformation professionals.

Your direct reports consistently achieve high performance ratings and are promoted internally
your team is seen as a talent incubator for the wider organisation
you have low voluntary attrition within your team compared to peers.

Change Adoption & Sustainability

The degree to which redesigned processes are actually adopted by the business and deliver sustained benefits, rather than reverting to old ways.

Post-implementation audits show continued adherence to new processes
benefits tracking demonstrates sustained value realisation beyond the initial project phase
business units proactively seek your team's help for further optimisation.

5Would you like it

The honest version. What people enjoy, and what grinds them down.

What people enjoy

Driving Large-Scale Impact

You're energised by the idea of fundamentally reshaping how a major part of the business works, seeing your strategic decisions translate into tangible operational improvements and financial gains.

You get a real buzz from seeing a major transformation programme you championed deliver millions in savings or significantly improve customer satisfaction scores across an entire business unit.

Solving Complex, Ambiguous Problems

You thrive on tackling thorny, multi-faceted organisational challenges where there's no obvious answer, enjoying the process of dissecting the problem, designing innovative solutions, and navigating the path to implementation.

You love the challenge of taking a vague C-suite mandate like 'optimise our supply chain' and turning it into a clear, actionable multi-year redesign programme with measurable outcomes.

Building and Empowering High-Performing Teams

You're passionate about recruiting, developing, and mentoring a strong team of transformation professionals, giving them the tools and autonomy to deliver exceptional results and grow their careers.

You feel a sense of pride when a member of your team gets promoted or successfully leads a complex workstream, knowing you played a key role in their development.

What frustrates people

The 'Watermelon Project': Everything looks green on the status reports until the last minute when it suddenly turns red and explodes. You'll be the one trying to figure out why.
Passive-Aggressive Resistance: Stakeholders who agree to everything in your workshop, only to send emails to their VP explaining why your plan will never work. You'll need to confront this head-on.
Discovering the 'Spreadsheet of Truth': Finding the critical, undocumented Excel sheet on someone's hard drive that runs an entire department, completely derailing your new system design. Yes, it happens.
The Re-Org Shuffle: Your key project sponsor gets moved to another division halfway through the programme, and their replacement wants to 're-evaluate all current initiatives.' You'll need to re-sell your vision.
'Transformation' without Teeth: Being asked to lead a major transformation initiative but being given no real budget, no dedicated resources, and no authority to make difficult decisions. You'll need to fight for what you need.
The Legacy Tech Graveyard: Your elegant 'to-be' process design is technically impossible because it relies on two legacy systems that can't communicate, and the vendor went out of business in 2008. You'll need to find workarounds.
Being the Scapegoat: When the messy reality of implementation hits and things break, everyone forgets the broken 'as-is' process and blames the new design (and you). You'll need a thick skin and a strong narrative.

What this role does not give you

A quiet, predictable 9-to-5 job with minimal political navigation.
The luxury of working on only one project at a time, seeing it through from start to finish without interruption.
A role where all decisions are made for you, and your job is simply to execute.
A place where every single idea you propose gets immediately adopted and perfectly implemented.

6Who you work with

This role directly shapes the operational effectiveness and strategic agility of our core business units. Your work will significantly influence our P&L, market competitiveness, and ability to deliver on long-term strategic goals. You're essentially responsible for ensuring our operations can keep pace with, and enable, our ambitious growth plans.

Inside the business

C-Suite (CEO, CFO, CPO, CTO)
Business Unit Presidents / SVPs
Heads of Product and Technology
Legal and Compliance Teams
Finance Leadership

Outside the business

External Regulators (e.g., FCA, PRA)
Strategic Consulting Partners
Key Technology Vendors
Industry Bodies and Associations

7What you need before you start

Not a wish list. The things you would be expected to already have.

Proven track record of leading multiple large-scale business transformation programmes (typically £2M+ budget) from strategy to successful implementation.
Extensive experience managing and developing teams of 20+ professionals, including other managers or programme leads.
Demonstrable experience presenting complex strategic recommendations and programme updates to C-suite executives and Board members.
Deep expertise in at least two major business redesign methodologies (e.g., TOM Design, BPR, Lean Six Sigma) with practical application at an enterprise level.
Significant P&L accountability or direct experience managing multi-million pound budgets for strategic initiatives.

8What to practise next

Where the job is going, and what to do about it starting this week.

Digital Ecosystem Orchestration

Businesses are no longer isolated entities; they operate within complex digital ecosystems of partners, vendors, and customers. Designing effective processes now means orchestrating interactions across these boundaries, requiring a deep understanding of APIs, platform economics, and data sharing agreements.

API-First Business Strategy · Platform Business Models · Data Interoperability & Governance · Distributed Ledger Technologies (DLT) for Process

This quarter: Schedule deep-dive sessions with our CTO and Head of Partnerships to understand our current ecosystem strategy.
Next 6 months: Research leading examples of platform businesses in our sector and analyse their process architectures.
Next 12 months: Sponsor a proof-of-concept project that leverages external APIs or DLT for a key cross-organisational process.
Ongoing: Regularly review our technology roadmap to identify opportunities for deeper ecosystem integration.

Quick win: Identify one key external partner process and challenge your team to map how it could be fully automated via APIs, removing manual touchpoints.

9Staying current once you are in

What people here do to keep up

Regularly attending industry conferences and executive forums on digital transformation, AI, and strategic operations.
Participating in leadership development programmes focused on C-suite influence, organisational change, and strategic decision-making.
Mentoring junior talent within the organisation and actively contributing to our internal knowledge sharing initiatives.
Engaging with academic research and thought leadership on emerging business models and organisational agility.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: Ethical AI & Responsible Automation Design

As we increasingly use AI and automation in our core processes, ensuring fairness, transparency, and accountability isn't just a compliance issue—it's a strategic imperative. Regulators are paying close attention, and customer trust depends on it. You'll need to embed these principles into every redesign.

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

Ethical AI & Responsible Automation Design

As we increasingly use AI and automation in our core processes, ensuring fairness, transparency, and accountability isn't just a compliance issue—it's a strategic imperative. Regulators are paying close attention, and customer trust depends on it. You'll need to embed these principles into every redesign.

AI Governance Frameworks
Bias Detection & Mitigation
Explainable AI (XAI)
Human-in-the-Loop Design

What you’ll use

Skills this role draws on

Technical

Target Operating Model (TOM) Design
Lean Six Sigma (DMAIC/DMADV)
Business Process Re-engineering (BPR)
Change Management (ADKAR, Kotter's 8-Step)
Business Architecture & Capability Modeling

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

1
Principal, Business Transformation (Internal L5)
3-5 years as a Principal
Skills to master
- Mastering portfolio management, leading multi-functional teams (including managers), owning significant P&L impact, and building strong relationships with VPs.
You're ready to move on when
- Consistently delivering >£5M in annual value from your transformation portfolio.
- Successfully leading a team of 10-25 people (including managers).
- Being the trusted advisor for a Business Unit President or SVP.
- Proactively identifying and framing new strategic transformation opportunities for the business.
2
Director of Operations / Strategy (from another large organisation)
Direct entry, assuming comparable experience
Skills to master
- Adapting to our specific industry context and organisational culture, quickly building credibility with our C-suite, and understanding our unique strategic challenges.
You're ready to move on when
- Proven track record of leading large-scale, enterprise-level transformation programmes in a similar industry.
- Demonstrable experience managing multi-million pound budgets and large teams (20+).
- Strong references from C-suite leaders who can attest to your strategic impact and leadership capabilities.
- A clear understanding of the regulatory and market dynamics relevant to our business.
3
Senior Partner / Director at a Top-Tier Consulting Firm
Direct entry, assuming comparable client-side leadership
Skills to master
- Transitioning from an advisory role to an execution-focused leadership role, building and managing an internal team, and navigating internal politics rather than external client relationships.
You're ready to move on when
- Extensive experience leading large-scale transformation engagements for Fortune 500 clients.
- Deep expertise in business redesign, TOM design, and change management methodologies.
- Strong client relationship management skills at the C-suite level.
- A genuine desire to 'own' the outcomes and build a lasting internal capability.

11Where this role leads

The long view:This role isn't just a job; it's a launchpad for a truly impactful career. We're looking for someone who wants to leave a lasting mark on our organisation and potentially, the wider industry. If you're ready to take on significant challenges and drive fundamental change, we'd love to hear from you.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director, Business Redesign & Strategy is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Lead change in an organisationLevel 7

Applied to your work in Director, Business Redesign & Strategy

By completing this unit, learners will be able to lead organisational change, promote the reasons for it, gain support from others, and effectively support individuals throughout the change process.

How the thinking builds

Remember
Understand
Apply
Analyse
Evaluate
Create

An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in Director, Business Redesign & Strategy

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

Portfolio Value RealisationThe actual P&L impact (cost savings or revenue generation) achieved from your portfolio of transformation programmes.Delivering £6.5M in operational cost savings across three major redesign programmes in a fiscal year, exceeding the £5M target.Achieve >£5M in validated annual P&L impact.
Strategic KPI ImprovementMoving key enterprise-level metrics (e.g., Order-to-Cash cycle time, Customer Onboarding speed, Employee Satisfaction) by board-agreed targets.Reducing the average customer onboarding time from 10 days to 7 days (a 30% improvement) for our new digital product line.Achieve a measured 15%+ improvement in two core business unit KPIs.
Programme Delivery & Budget AdherenceThe percentage of major transformation programmes delivered on time and within the allocated budget.Overseeing a £10M transformation programme that finishes 2 weeks early and £200K under budget, while still hitting all key milestones.90% of programmes delivered within ±5% of budget and schedule.
Organisational Capability UpliftImproving the overall maturity of our business processes and transformation capabilities across the organisation.Establishing a robust Centre of Excellence for process design, resulting in a measurable improvement in standardisation and reusability of process assets across the company.Increase our enterprise process maturity score from Level 2 to Level 4 over a 3-year period.

These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From Director, Business Redesign & Strategy to VP / Chief Transformation Officer (L7), and whatever you decide comes after.

Level 7 · in progressAI Fluency→ VP / Chief Transformation Officer (L7)→ your design

Where this takes you

This role isn't just a job; it's a launchpad for a truly impactful career. We're looking for someone who wants to leave a lasting mark on our organisation and potentially, the wider industry. If you're ready to take on significant challenges and drive fundamental change, we'd love to hear from you.

See Your Progress GrowIllustration

Director, Business Redesign & Strategy

Target Operating Model (TOM) Design
Lean Six Sigma (DMAIC/DMADV)
Business Process Re-engineering (BPR)
Change Management (ADKAR, Kotter's 8-Step)
Business Architecture & Capability Modeling

This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

14The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director, Business Redesign & Strategy is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

VP / Chief Transformation Officer (L7)
3-5 years in role
From business unit / functional scope to enterprise-wide strategic leadership, reporting directly to the CEO or Board.
- Market-shaping transformation initiatives, influencing industry standards.
- Leading multi-hundred person transformation organisations.
- Direct P&L accountability for £10M+ transformation budgets and enterprise-level value realisation.
Chief Operating Officer (COO)
4-6 years in role
From leading transformation to owning the day-to-day operational execution and performance of the entire company.
- Direct management of all operational departments (e.g., Sales Ops, Customer Service, Supply Chain).
- Optimising end-to-end operational performance across the entire value chain.
- Driving cultural change and employee engagement across a large workforce.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You're juggling multiple complex programmes, managing a large team, and constantly presenting to the C-suite. The good news? AI isn't here to replace you; it's here to give you superpowers, freeing you up from the tedious stuff so you can focus on the truly strategic work.

Imagine cutting down on the weeks spent on manual process discovery, getting instant insights from mountains of unstructured data, or drafting board-ready communications in a fraction of the time. This isn't sci-fi; it's how AI is already transforming the role of a Business Redesign Director. We're building an AI Hub to help you and your team work smarter, not just harder.

Automated Process Discovery

Use AI-powered process mining tools (like Celonis) to automatically generate accurate 'as-is' process maps directly from system event logs. This bypasses weeks of manual interviews and workshops, giving your team a data-driven baseline almost instantly, so you can jump straight to designing the 'to-be' state.

Friction Point Analysis

Feed thousands of customer support tickets, employee survey comments, and call transcripts into an NLP model. AI can instantly identify and categorise the biggest points of friction and frustration in current processes, giving you actionable insights faster than any human analysis could. This means you can target your redesign efforts where they'll have the most impact.

Best-Practice & TOM Research

Deploy an AI agent to research and synthesise best-in-class Target Operating Models, benchmarks, and case studies for a specific function (e.g., 'Summarise three different TOMs for a digital-first HR function'). This cuts down on the hours your team spends trawling through reports, giving you a head start on strategic design.

Board-Ready Comms Drafting

Use a GenAI assistant to create the first draft of all your change management communications—stakeholder updates, detailed training guides, FAQs, and even initial board presentation slides—based on the approved 'to-be' process design and a defined audience persona. You'll spend your time refining, not starting from scratch.

Common questions

How do you become a Director, Business Redesign & Strategy?

Common routes in include Principal, Business Transformation (Internal L5) (3-5 years as a Principal), Director of Operations / Strategy (from another large organisation) (Direct entry, assuming comparable experience) and Senior Partner / Director at a Top-Tier Consulting Firm (Direct entry, assuming comparable client-side leadership). Times vary with prior experience.

Where can a Director, Business Redesign & Strategy progress to?

This role can lead on to VP / Chief Transformation Officer (L7) (3-5 years in role) and Chief Operating Officer (COO) (4-6 years in role), depending on the skills you build.

What level is a Director, Business Redesign & Strategy in the UK?

This role aligns to RQF Level 7 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for a Director, Business Redesign & Strategy?

Increasingly, Ethical AI & Responsible Automation Design. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows a Director, Business Redesign & Strategy, works on the job you actually do, and keeps going at your pace rather than a timetable's.

Searching and planning stay free. You only pay when you start learning.
Your credits are yours. Regulated, and they don't vanish when a subscription ends.
Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 7 national skill standards. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming a Director, Business Redesign & Strategy: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A Zavmo curriculum screen: a three-month plan of nine units, ninety credits, each one an Ofqual-regulated unit the learner can tick or untick before starting. — A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.

Start free No commitment. See your first steps free.

15Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

Other roles in Corporate Strategy

Stay in the field you know and move sideways rather than up.

If you leave this industry

The skills you'll develop in this role – large-scale transformation, strategic influence, and operational redesign – are highly transferable across almost any industry. You'll be well-positioned to move into leadership roles in technology, financial services, retail, healthcare, or even the public sector, wherever complex change is needed.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.

Director, Business Redesign & Strategy

What's rising in its place

Ethical AI & Responsible Automation Design

Skills this role draws on

Technical

How you actually get there, here

Principal, Business Transformation (Internal L5)

Director of Operations / Strategy (from another large organisation)

Senior Partner / Director at a Top-Tier Consulting Firm

The credential is what you can do today. These are what keep you valuable.

Roles this leads to

No two people are taught the same way. This is one-to-one, not one-to-many.

A conversation, not a course

No two people run this the same way

This isn't a certificate you file away. It's a passport to the life you're designing.

This role isn't just a job; it's a launchpad for a truly impactful career. We're looking for someone who wants to leave a lasting mark on our organisation and potentially, the wider industry. If you're ready to take on significant challenges and drive fundamental change, we'd love to hear from you.

Everything else the record holds

The career path, and where it branches

VP / Chief Transformation Officer (L7)

Chief Operating Officer (COO)

Where AI is starting to help

Automated Process Discovery

Friction Point Analysis

Best-Practice & TOM Research

Board-Ready Comms Drafting

Common questions

You’ve started things before

Less than one coaching session. Every month.

You have the map. Walking it is the part we do together.