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Jobs in Business Transformation Change

128 jobs in Business Transformation Change.

Level 2 Associate Change Analyst As an Associate Change Analyst, you'll be supporting our change specialists and senior analysts on various transformation projects. Day-to-day, that means helping to draft communications, organise training sessions, and collect feedback from teams affected by new initiatives. You're essentially helping to make sure our big projects land smoothly with the people who actually have to use the new stuff. This role sits right in the middle of our project teams, acting as a bridge between the folks designing the change and the people who need to live it. You'll be taking their plans and helping to turn them into clear messages and practical support. When you do this well, it means people feel informed, less stressed, and actually adopt the new ways of working pretty quickly. If it's not done well, well, projects can get really messy, people get confused, and the business doesn't get the benefits it was hoping for. The challenge here is learning to juggle multiple small tasks in a sometimes chaotic environment. The reward? You'll get to see first-hand how big changes happen in a company and play a real part in making them successful. View
Level 3 Business Change Analyst The Business Change Analyst is here to independently manage the analysis work for smaller projects or specific chunks of bigger programmes. You'll be the one mapping out our 'as-is' processes – that's how we do things now – and then helping design the 'to-be' processes, which is how we'll do them after the change. You'll work at the intersection of our business teams and our tech folks, translating what the business needs into something the developers can actually build. When you do this job well, projects run smoother, our colleagues get systems that actually work for them, and our customers get a better experience. Mess it up, and we're stuck with clunky processes, frustrated teams, and wasted money. The tricky part is getting everyone to agree on the 'right' way forward when they're all used to doing things their own way. The reward? Seeing a new system or process go live and knowing you made a tangible difference to how we operate. View
Level 3 Business Change Director As a Business Change Director (at this level, we mean 'Change Analyst' in practice), you'll be rolling up your sleeves to make sure our big projects actually stick within the business. Your main gig is to get stuck into specific workstreams, figuring out how changes will hit our people, and then helping everyone get on board. You're the person who translates the 'what' of a project into the 'how' for our colleagues, making sure they're ready and willing to adapt. This role sits right at the heart of our transformation programmes, working closely with project managers, HR, and the actual business teams who'll live with the changes. You're a crucial link, making sure the tech works, but more importantly, that the people use it. When you do this well, our projects deliver their promised value, and our colleagues feel supported, not overwhelmed. If you don't, well, projects can fall flat, people get frustrated, and we end up wasting a lot of time and money. The challenge? You're often the one explaining unpopular decisions or dealing with people's genuine anxieties about their jobs changing. The reward? Honestly, it's seeing a new system or process go live and watching people actually use it, making their work better. That's a proper win. View
Level 3 Business Change Support Coordinator The Business Change Support Coordinator is here to make sure our business transformation projects run smoothly, especially when it comes to getting our people ready for new ways of working. Day-to-day, you'll be handling all the important logistical bits that keep a change project on track, making sure our messages land and our training happens. You'll sit right at the heart of our project teams, bridging the gap between the technical folks building new systems and the actual people who'll use them. Think of yourself as the glue, making sure everyone's on the same page and has what they need to adapt. When you do this job well, changes feel less disruptive for our teams, and they get up to speed much quicker. If things go wrong, though, people get frustrated, projects get delayed, and we end up wasting a lot of money. The tricky part is juggling multiple demands and sometimes feeling like you're stuck between a rock and a hard place. But the reward? You get to see people genuinely benefit from the changes you've helped bring to life, and you'll learn loads about how a big business actually transforms. View
Level 6 Business Change Support Coordinator Manager As the Business Change Support Coordinator Manager, you'll lead a small but mighty team of change practitioners, overseeing how we plan, deliver, and embed significant business changes. This role is about making sure our large-scale transformation programmes don't just launch, but actually get adopted and deliver the benefits we expect. You'll be the bridge between strategic intent and operational reality, translating executive vision into actionable change plans for your team to execute. Day-to-day, you'll be guiding your team, making sure they're focused on the right things, and stepping in to unblock issues or navigate tricky stakeholder conversations. When this role is done well, our colleagues embrace new ways of working, productivity actually goes up, and our transformation investments pay off. If it's not, we'll see resistance, missed benefits, and a lot of frustrated people. The challenge here is balancing strategic oversight with getting into the weeds to support your team, all while dealing with constant shifts in priority. The reward, though, is seeing your team thrive and genuinely transforming how thousands of people work. View
Level 3 Business Process Redesign Specialist The Business Process Redesign Specialist is here to untangle our operational knots. Day-to-day, you'll be mapping out existing business processes, spotting where things slow down or go wrong, and then working with teams to design better ways of working. This directly impacts how quickly we serve our customers and how efficiently we use our resources – think less wasted time, fewer errors, and happier staff. You'll sit right in the middle of our operational teams and the folks who build our technology. Your job is to translate what's actually happening on the ground into clear process models that both business leaders and IT can understand and act on. When you do this well, our operations run smoother, our costs drop a bit, and our customers get a better experience. If it's not done well, we keep doing things the hard way, frustration builds, and we lose money to inefficiency. The tricky part is getting people to agree on what 'better' looks like and then actually change their habits. The reward, though, is seeing your work make a tangible difference, simplifying complex tasks, and genuinely helping people do their jobs with less hassle. View
Level 5 Business Transformation & Change Manager As our Business Transformation & Change Manager, you'll be running the show for entire change programmes, not just individual projects. This means you're not just planning communications or training; you're setting the overall change strategy for big, complex initiatives that often span multiple departments and years. You'll lead a small team of change practitioners, guiding them and making sure they've got what they need to get things done. This role sits right at the heart of our strategic initiatives, acting as the crucial link between the grand vision from leadership and the day-to-day reality for our teams. You're translating 'what' we're doing into 'how' we'll get our people there, making sure the business actually gets the value we're aiming for. When you do this job well, major transformation programmes land smoothly, our teams adopt new ways of working quickly, and we see the intended business benefits hit the bottom line. If it's not done well, frankly, projects fail, people get frustrated, and we lose money and trust. The challenge? Getting everyone on board when change is hard and often scary. The reward? Seeing a huge initiative actually make a difference to thousands of colleagues and our customers. View
Level 6 Business Transformation Director The Business Transformation Director is responsible for orchestrating a portfolio of significant transformation programmes within a specific business unit or functional area, like Finance or Operations. You'll be the one making sure these big changes actually stick, delivering the promised benefits and helping us hit our strategic goals. You'll work at the intersection of executive vision and operational reality, translating broad company objectives into actionable change plans that impact hundreds, sometimes thousands, of our colleagues. When you do this job well, we'll see tangible improvements in efficiency, customer experience, or revenue, and our teams will adopt new ways of working with less friction. If it's not done well, we'll waste millions, create 'change fatigue' across the organisation, and potentially lose market share. The challenge is navigating complex politics, constant resistance, and the sheer inertia of a large organisation. The reward, though, is seeing your strategic vision come to life and genuinely improving how we do business and serve our customers. View
Level 3 Change & Culture Specialist The Change & Culture Specialist is responsible for making sure our big business changes actually land well with our people. You'll be the person who helps design and then runs the specific bits of our change plans, making sure everyone from the frontline to middle management knows what's going on and feels supported. This directly impacts how quickly new ways of working get picked up and how happy our teams are during a transformation. You'll work at the intersection of our strategy team and the actual people doing the work, translating those big-picture goals into clear, actionable steps and messages that resonate. You'll also be gathering feedback from the ground, feeding it back up the chain so we can tweak things as we go. When this role is done well, people feel informed, engaged, and less stressed during periods of change, leading to faster adoption and better business results. When it's not, you end up with frustrated teams, resistance, and changes that just don't stick, costing us time and money. The challenge is often dealing with resistance and making sure your voice is heard when you're advocating for the people. The reward is seeing a team genuinely embrace a new way of working because you helped them get there. View
Level 2 Change Adoption Coordinator The Change Adoption Coordinator helps the team make sure everyone in the business actually 'gets' and uses new systems or processes. Day-to-day, you'll be doing a lot of the groundwork: drafting communications, getting training sessions organised, and keeping track of how people are reacting to changes. You're essentially the support system for the bigger change projects we're running. You'll sit right in the middle of our Business Transformation team, working closely with more senior Change Adoption Specialists. Your work directly helps them deliver their plans, making sure the right messages get to the right people at the right time. When you do your bit well, it means our colleagues feel supported and less confused, which helps projects land smoothly. If things go wrong, it can mean people feel left out or simply don't adopt the new ways, which costs us time and money. Honestly, the challenge here is keeping all the plates spinning and making sure you're always a step ahead with your support tasks. The reward? You'll learn loads about how big organisations change, and you'll see your efforts directly helping people navigate new tools and processes. View
Level 5 Change Adoption Manager The Change Adoption Manager Manager is here to lead our team of change specialists, making sure we're actually getting people to use and love the new systems and processes we're rolling out. You'll be the one setting the strategy for how we manage the human side of change across several big programmes, ensuring your team has the tools and guidance they need to succeed. Essentially, you're building the engine that makes transformation happen smoothly, overseeing everything from how we talk about change to how we measure if it's actually working. This role sits right at the heart of our major business transformation efforts, working closely with programme directors and senior leaders to embed new ways of working. You'll translate high-level strategic goals into practical, people-focused change plans, making sure that our investments in new tech and processes actually deliver the promised benefits. When this role is done well, our projects don't just 'go live'; they thrive. People actually adopt the new tools, productivity goes up, and we see a real return on our transformation spend. When it's not, we end up with expensive new systems nobody uses, frustrated employees, and a lot of wasted effort. The challenge is balancing the strategic oversight with the need to support your team through the messy, day-to-day realities of change. The reward is seeing your team develop, and knowing you've genuinely helped hundreds, if not thousands, of colleagues adapt and succeed. View
Level 3 Change Adoption Specialist As a Change Adoption Specialist, you'll own specific chunks of our change plans, making sure people actually use the new systems or processes we roll out. Day-to-day, this means you'll be designing training, writing clear communications, and figuring out what's stopping people from adopting new ways of working. You're not just supporting; you're taking charge of key parts of the puzzle. This role sits right in the middle of our project teams and the wider business. You'll be translating complex technical changes into simple, understandable language for our colleagues, making sure they know 'what's in it for them' (WIIFM). You're the person who helps everyone else get on board. When you do this well, our projects land smoothly, people feel supported, and the business gets the value it expects from its investments. If it's not done properly, we end up with frustrated colleagues, low productivity, and expensive new systems that nobody actually uses. The tricky part is dealing with resistance and making sure your plans work in the real, messy world of the business. The reward? Seeing your work make a tangible difference to how thousands of people do their jobs every day. View
Level 2 Change Analyst The Change Analyst helps the team make sure our big business changes actually stick. Day-to-day, you'll be supporting the Senior Change Practitioners, getting involved in everything from drafting communications to making sure people are ready for new systems. You're essentially the backbone of our change efforts, making sure the groundwork is solid. This role sits right at the heart of our transformation programmes, bridging the gap between the technical project teams building new solutions and the colleagues who'll actually use them. You'll translate complex project speak into clear, human messages that resonate with our people, helping them understand 'What's In It For Me?' (WIIFM). When you do this well, our projects go live with fewer hiccups, people feel supported, and the business gets the benefits it's after. If it's not done properly, you end up with frustrated staff, missed deadlines, and projects that cost a fortune but don't deliver. The challenge? Getting people to change their habits, even when it's for the best. The reward? Seeing a huge organisation genuinely adapt and thrive because of your efforts. View
Level 2 Change Communications Coordinator The Change Communications Coordinator helps the wider team get important messages out about big business changes. You'll be making sure our colleagues across the organisation actually know what's going on, why it matters, and what they need to do. Honestly, this role is all about making sure people feel in the loop and supported, not just told what to do. You'll sit right in the middle of our Business Transformation team, working closely with the Senior Change & Engagement Consultants. Your main job is to support them in crafting and sending out clear, helpful communications that land well with everyone. It's about translating complex project speak into everyday language that makes sense to, say, someone in the call centre or a manager in Finance. When you do this well, people feel less anxious, they understand the new ways of working quicker, and the whole change effort goes much smoother. If it's not done properly, people get confused, frustrated, and sometimes even actively resist the changes, which can really slow us down. The tricky part is often getting different teams to agree on the message, and then making sure it actually gets read. The reward? Seeing your work genuinely help people adapt and make a real difference to how the business operates. View
Level 4 Change Communications Lead The Change Communications Lead is here to design, build, and run the entire communications plan for one of our major transformation programmes. You'll be the go-to person for all things comms on your assigned project, making sure our people actually get on board with big shifts in how we work. This role sits right at the heart of our biggest projects, translating complex technical or process changes into clear, human messages that resonate with everyone from the shop floor to the executive suite. When you do this job well, people feel informed, less anxious, and actually adopt new ways of working faster. If it's not done well, frankly, people get confused, frustrated, and might even actively resist the change, costing us time and money. The tricky part is often dealing with conflicting messages from different leaders or trying to communicate something that isn't fully baked yet. The reward, though? Seeing a massive project land smoothly because of your clear, thoughtful communications – that's a proper buzz, honestly. View
Level 3 Change Communications Specialist The Change Communications Specialist is responsible for crafting and delivering specific communication pieces that help our colleagues understand and adapt to new ways of working. You'll take complex project information and turn it into something digestible, like a weekly newsletter, an intranet article, or talking points for managers. You'll work right at the intersection of project teams and our employees, making sure the 'why' and 'how' of change are crystal clear. When you do this well, people feel informed, less anxious, and more ready to embrace new things, which means projects land smoothly. If it's not done well, frankly, you'll see confusion, resistance, and a lot of frustrated colleagues. The tricky part is often getting everyone to agree on the message, especially when opinions differ. But the reward? Seeing your carefully crafted words genuinely help someone navigate a big shift, making their day-to-day work easier. View
Level 2 Change Coordinator The Change Coordinator helps the Business Transformation & Change team get things done. You'll be making sure our change plans, communications, and training materials are organised and delivered on time. This role directly supports the successful rollout of new ways of working, which means people across the business can actually do their jobs better. Your work sits right in the middle of our project teams and the employees who are going through the change. You'll be translating what the project team needs to say into clear messages, or making sure training sessions run smoothly for those who need to learn new skills. When you do this job well, our projects run much more smoothly, and people feel supported through big shifts. If things get missed, or comms are late, it can really slow down adoption and frustrate everyone. The challenge here is keeping track of lots of moving parts and sometimes dealing with urgent requests that pop up out of nowhere. The reward, though, is seeing your efforts directly help people adapt and make a real difference to how the business operates. View
Level 3 Change Engagement Specialist The Change Engagement Specialist is here to make sure our business transformations aren't just about new tech or processes, but about people actually using them. You'll own specific parts of the engagement plan for various projects, helping colleagues understand why changes are happening and what's in it for them. This role directly impacts how quickly and smoothly new systems or ways of working get adopted across the business, which in turn affects our bottom line and how happy our customers are. You'll sit right between the project delivery teams and the people who have to change their day-to-day. Your job is to translate complex project jargon into clear, compelling messages and to build channels for feedback. When you do this well, people feel heard, they're ready for new things, and our projects hit their benefits targets. If it's not done well, we see resistance, low adoption, and projects going over budget or failing entirely. The tricky part is often dealing with the 'frozen middle'—those middle managers who might nod along but then quietly resist. You'll need to be quite clever and persistent to win them over. The reward, though? Seeing a whole department shift to a better way of working because of your efforts, and knowing you genuinely helped people navigate tough changes. View
Level 3 Change Impact Analyst The Change Impact Analyst is here to help us understand the nuts and bolts of how big business changes actually land. You'll be the one getting stuck into the specifics, figuring out who's affected, how, and by how much, when we roll out new tech or processes. It's a bit like being a detective, uncovering all the little shifts that add up to a big difference for our teams. You'll work closely with project teams and the people who'll actually use the new stuff, translating technical jargon into real-world impacts. When you do this job well, we can plan our training, communications, and support much better, meaning less chaos and happier colleagues when things change. If we get it wrong, well, people get frustrated, projects slow down, and sometimes, the change just doesn't stick. The tricky part is often getting busy people to give you the time you need to really understand their world. The reward, though, is seeing your insights genuinely help people adapt and make big transformations actually work. View
Level 5 Change Impact Assessment Manager The Change Impact Assessment Manager is responsible for making sure we really understand what a big transformation means for our people and processes. You'll oversee all the impact assessments across a whole portfolio of projects, making sure we're not just ticking boxes, but actually getting ready for change. You'll work at the intersection of project delivery and human resources, translating complex technical changes into tangible impacts that business leaders use to plan for adoption. When this role is done well, our big projects land smoothly, people adopt new ways of working quickly, and we see the benefits we expect. When it's not, we're looking at frustrated employees, missed deadlines, and projects that cost a fortune but don't actually change anything for the better. The challenge is often getting busy stakeholders to truly engage with the 'people' side of change, and sometimes delivering uncomfortable truths. The reward is seeing your team's work directly contribute to successful, human-centred transformations. View
Level 3 Change Impact Director The Change Impact Director (at this level, often called a Change Management Analyst or Specialist) is here to make sure our big business changes don't just happen on paper, but actually land with our people. You'll be taking the overall change strategy and breaking it down into actionable plans for specific parts of a project, like sorting out the training schedule or crafting messages for a particular department. You're essentially owning a piece of the puzzle, making sure your bit runs smoothly and helps the wider transformation along. This role sits right in the middle of our transformation programmes, working closely with project managers, HR, and various business teams. You'll be translating complex project goals into simple, clear actions and communications that resonate with employees. When you do this well, people feel informed, supported, and ready for what's next, which means our projects hit their targets faster and with less fuss. If it's not done well, you'll see confusion, resistance, and projects stalling or even failing because people just don't get it or don't want to engage. The tricky part? You're often dealing with a bit of chaos and conflicting priorities, trying to keep everyone on the same page. But the reward is huge: you get to see tangible shifts in how people work and feel, knowing you've played a key part in helping the organisation move forward. It's about making a real difference to people's working lives. View
Level 2 Change Implementation Associate The Change Implementation Associate is here to make sure our big ideas for improvement actually land well with our teams. You'll be helping out with all the practical bits that get people ready for new systems or processes, like organising training, drafting messages, and keeping track of who needs what. Honestly, you're a crucial pair of hands, making sure the change plan isn't just a document, but something that truly happens. You'll work closely with our Change Analysts and Project Managers, making sure their strategies translate into real-world actions for our colleagues. If you do this well, our projects roll out smoothly, people feel supported, and the business gets the benefits of the changes quicker. If it's not done properly, well, people get confused, frustrated, and sometimes just ignore the new stuff entirely, which costs us time and money. The real challenge here is keeping all the plates spinning, even when things get a bit chaotic or last-minute changes pop up. But the reward? You get to see people genuinely adapt and improve their day-to-day work because of your efforts – that's pretty satisfying. View
Level 3 Change Implementation Director The Change Implementation Director (at this level, we often call you a 'Change Practitioner' internally) is responsible for making sure a specific part of a big project actually lands well with our people. You'll own the change plan for a particular team or process area, like getting the Finance team ready for a new ERP system or helping Customer Service adapt to new tools. You'll work at the intersection of project delivery and human behaviour, translating technical changes into clear, understandable impacts that our colleagues use to navigate their new jobs. Honestly, it's about making sure people don't just 'get' the change, but actually 'want' to change. When this role is done well, teams feel supported, understand why things are changing, and adopt new processes with fewer headaches. When it's not, you'll see a lot of grumbling, workarounds, and a general reluctance to use the new stuff, which can really derail a project's benefits. The challenge is often convincing people who are already busy that this new thing is worth their time and effort. The reward, though, is seeing a team genuinely embrace a better way of working and knowing you made that happen. View
Level 3 Change Implementation Manager The Change Implementation Manager is here to make sure our big business changes don't just happen on paper, but actually land well with our people. You'll take the project's 'what' and translate it into the 'how' and 'why' for specific teams. This role sits right at the intersection of the project delivery teams and the business units who'll be living with the change, making sure everyone's on the same page and feels supported. When you do this well, people adopt new ways of working smoothly, quickly, and with less fuss. If it's not done right, we're looking at frustrated colleagues, project delays, and ultimately, the business won't see the benefits it was hoping for. The tricky part is you're often asking people to do things differently, which can be uncomfortable. The reward, though, is seeing a whole department successfully embrace something new and genuinely improve how they work. View
Level 5 Change Lead As a Change Lead, you'll be accountable for the end-to-end change strategy for our trickiest, most impactful projects. This means you're not just executing; you're designing the blueprint for how people will adapt to significant shifts in technology, process, or organisation. You'll work at the intersection of our strategic goals and the day-to-day reality of our teams, translating big ideas into practical, human-centred plans that actually stick. When this role is done well, our projects don't just 'go live'—they deliver real business value because our people are on board, skilled up, and motivated. When it's not, we see low adoption, frustrated employees, and ultimately, a failure to hit our strategic goals, despite all the technical effort. The challenge here is navigating complex politics and deep-seated resistance, often with no direct authority. The reward, though, is seeing your careful planning and empathetic approach genuinely transform how thousands of people work, making a tangible difference to our business and our colleagues' daily lives. View
Level 5 Change Lead / Change Manager The Change Lead / Change Manager is responsible for defining, planning, and delivering the entire human side of a significant transformation project. That means you'll be making sure people actually understand the 'why' behind the change, have the skills to adapt, and feel supported through what can be a pretty unsettling time. You'll sit squarely between the project delivery teams – think Product, Tech, Operations – and the business units who'll actually use the new stuff. Your job is to translate the technical jargon into something meaningful for everyone else, and frankly, to be the voice of the employee in project discussions. When you do this job well, projects land smoothly, people adopt new systems and processes quickly, and the business sees the benefits they were hoping for. If it goes badly, you'll see low adoption, a flood of helpdesk tickets, and a lot of grumbling in the corridors, which ultimately means the project's value gets lost. The tricky part is navigating the politics, dealing with constant shifts in priority, and influencing people who don't directly report to you. The reward? You get to see tangible, positive change happen across the organisation because of your leadership and effort. It's pretty satisfying when a new system or process finally clicks for everyone. View
Level 5 Change Lead / Transformation Manager The Change Lead / Transformation Manager is here to make sure our big, complicated change programmes actually land well with people. You'll be the one translating strategic goals into actionable change plans, leading a small team, and wrestling with the day-to-day realities of getting people to adopt new ways of working. This isn't just about ticking boxes; it's about seeing the shift happen and making sure the business actually gets the benefits we promised. Day-to-day, you'll be juggling multiple workstreams, coaching your team, and spending a fair bit of time convincing senior managers to actually *do* the things they agreed to in the steering committee. When you do this job well, projects don't just 'go live' – they thrive, and our people feel supported through the disruption. If you don't, well, we end up with expensive new systems nobody uses and a workforce that's utterly fed up with 'another change programme'. The tricky part is navigating the politics and the inevitable resistance. The reward? Seeing a tangible difference, knowing you helped hundreds, maybe thousands, of colleagues adapt and succeed. View
Level 3 Change Leadership Manager The Change Leadership Manager is responsible for making sure our big business changes actually stick. You'll own specific parts of the change plan for projects, like getting communications out or setting up training. This role directly impacts how quickly our teams get up to speed with new systems or processes, which in turn affects things like productivity and customer service. You'll typically sit within a project team, working closely with the project manager and technical folk, acting as the bridge between the 'what' (the new system) and the 'how' (how people will actually use it). When you do this well, people feel supported, they understand the 'why', and they're ready for the new world. If it's not done well, you'll see a lot of confusion, frustration, and people just carrying on with the old ways, which means we don't get the benefits we're aiming for. The challenge? Getting people excited about something that might feel like more work at first. The reward? Seeing a whole department smoothly transition to a new system and knowing you made that happen. View
Level 3 Change Leadership Practitioner The Change Leadership Practitioner is here to make sure that when we roll out a new system or process, our people actually adopt it. You'll own specific chunks of a project's change strategy, like designing a training programme or crafting communications, which directly impacts how quickly and smoothly our business benefits from these big investments. You'll work at the intersection of project delivery and employee experience, translating complex project plans into clear, actionable steps that our colleagues can actually follow. When this role is done well, we see fewer frustrated employees, faster adoption of new tools, and a quicker return on our investment. When it's not, projects drag on, people get grumpy, and we don't get the benefits we planned for. The challenge is often convincing busy project teams that the 'people stuff' is just as important as the 'tech stuff.' The reward? Seeing a huge project actually land well, and knowing you helped thousands of colleagues feel supported through a big shift. View
Level 3 Change Management Analyst The Change Management Analyst is here to make sure our big projects actually stick. You'll be translating complex project changes into simple, understandable messages for our colleagues, helping them see 'what's in it for them' (WIIFM). This role directly impacts how quickly our new systems and processes are adopted, which, honestly, makes or breaks a transformation programme. You'll work closely with project teams and business units, acting as a bridge between the 'techy' stuff and the 'people' stuff. When you do this well, people feel supported, they understand why changes are happening, and they adopt new ways of working smoothly. If it's not done well, you'll see resistance, frustration, and projects that cost a fortune but don't deliver the expected benefits. The tricky part is dealing with people's natural fear of the unknown and the constant shifts in project plans. But the reward? Seeing a whole department successfully embrace a new tool or process because of your efforts – that's genuinely satisfying. View
Level 2 Change Management Associate The Change Management Associate is here to help keep our transformation projects on track, particularly on the 'people' side of things. You'll be drafting communications, helping to organise training, and making sure our stakeholder lists are spot on. This role sits right at the heart of our project delivery teams, making sure the plans we put together actually get executed. You're the one who makes sure the right message gets to the right people at the right time, or that the training room is actually booked. When you do this job well, our projects run smoother, people feel more informed, and the whole change process feels a bit less chaotic. If things go wrong, well, messages get missed, people don't turn up to training, and the project team gets frustrated trying to chase things down. The challenge? You'll often be working with incomplete information or last-minute requests. The reward, though, is seeing a big project come together, knowing you played a crucial part in helping people adapt to something new. Plus, you'll learn an awful lot, really quickly. View
Level 5 Change Management Manager The Change Management Manager is responsible for overseeing the change readiness efforts across a portfolio of transformation programmes, ensuring that our people are prepared, willing, and able to adopt new ways of working. You'll lead and develop a team of Change Readiness Analysts, setting the standards for how we approach organisational change. This role sits right at the heart of our most critical strategic initiatives, bridging the gap between technical project delivery and genuine business adoption. You'll work closely with programme directors, executive sponsors, and HR leaders to translate strategic goals into actionable change plans that actually deliver results on the ground. When this role is done well, our transformations land smoothly, adoption rates soar, and we see real, measurable benefits from our investments. When it's not, projects can stall, resistance can fester, and we risk wasting millions on initiatives that never truly get embedded. The challenge here is balancing multiple complex programmes, managing senior stakeholder expectations, and protecting your team from 'change fatigue'. The reward? Seeing your team thrive, and knowing you've genuinely helped thousands of colleagues adapt and succeed through significant shifts, ultimately shaping the future of our organisation. View
Level 3 Change Management Specialist The Change Management Specialist is here to make sure our business transformation projects actually land with our people. You'll own specific parts of the change plan, like getting the training ready or making sure everyone knows what's coming. This means you'll be the bridge between the project team building the new thing and the colleagues who have to use it every day. When you do this well, people feel prepared, understand the 'why', and adopt the new ways of working quickly. If it's not done right, we end up with frustrated staff, low morale, and expensive projects that don't actually deliver the expected benefits. The tricky part is that people often don't like change, even when it's good for them. Your job is to help them see the upside and get comfortable with the uncomfortable. The reward? Honestly, it's seeing a huge project go live smoothly and hearing people say, 'Actually, that wasn't so bad!' because of the work you've put in. You're making a tangible difference to how our colleagues experience their working lives. View
Level 5 Change Manager As a Change Manager, you'll lead all the people-side stuff for our bigger, more complex projects. Think new systems, big process overhauls, or even a shift in how we work across entire departments. Your main gig is making sure these changes actually stick, so we get the benefits we're aiming for. You're the bridge between the 'what' (the project) and the 'how' (getting people to actually do it). If you do this well, our projects land smoothly, people feel supported, and we see real business value. If you don't, well, people get frustrated, systems go unused, and we just waste a lot of money and effort. The tricky part is often getting people to change when they don't necessarily want to. The reward, though? Seeing a whole organisation embrace something new and genuinely improve how they work – that's pretty cool. View
Level 5 Change Manager / Change Lead The Change Manager / Change Lead owns the end-to-end change management plan for significant projects, ensuring our colleagues are ready, willing, and able to adopt new ways of working. You'll translate complex project deliverables into clear, actionable steps for various teams, making sure everyone understands 'what's in it for them'. This role sits right at the heart of our transformation agenda, working closely with project teams and business leaders to make sure our investments actually deliver the intended value. When you do this job well, projects don't just 'go live'; they thrive. People adopt new systems quickly, productivity dips are minimal, and the business sees real benefits. If it's not done well, we end up with expensive new systems no one uses, frustrated employees, and projects that fail to deliver on their promises. The tricky part is navigating the politics and resistance that naturally come with any big change. The reward, though? Seeing a whole department successfully embrace a new tool or process because of your efforts – that's genuinely satisfying. View
Level 5 Change Manager / Lead Change Consultant The Change Manager / Lead Change Consultant is here to lead the change strategy for large, complex transformation projects. You'll be the person making sure that when we roll out a new system or process, people actually use it, understand why, and feel supported. This isn't just about ticking boxes; it's about ensuring our investments in change actually pay off by getting people to adopt new ways of working. Day-to-day, you'll be designing the overall approach for how we manage the human side of change for your assigned projects. You'll work at the intersection of project delivery and people, translating technical changes into clear impacts for our colleagues. When you do this well, projects hit their adoption targets, colleagues feel heard, and the business sees the benefits faster. If it's not done well, we end up with expensive new systems nobody uses, frustrated employees, and projects that fail to deliver their value. The tricky part is navigating the politics, the resistance, and the constant shifts in priorities that are just part of big projects. But the reward? Seeing a huge initiative land successfully, knowing you've genuinely helped people adapt and grow, and watching the business transform because of your work. It's pretty satisfying, honestly. View
Level 5 Change Manager / Lead, Organisational Change The Change Manager / Lead is here to own the end-to-end change management plan for complex, cross-functional projects. Think of it this way: the project manager worries about the tech and the timeline, you worry about the people. You'll work closely with project teams, business leaders, and employees to make sure everyone's ready for what's coming and actually adopts the new ways of working. Frankly, if you don't do your job well, our shiny new system or process will just sit there, unused, or worse, actively resisted. The tricky part is you're often influencing without direct authority, which means you need to be a master of persuasion and building trust. The reward, though? Seeing an entire organisation successfully embrace a new future, making a real difference to how we operate. View
Level 6 Change Manager / Principal Business Change Analyst The Change Manager / Principal Business Change Analyst is responsible for overseeing a portfolio of change projects, ensuring the business is genuinely ready for new ways of working and that we actually get the value we expected. You'll lead a small team of analysts, guiding them through complex process mapping, requirements gathering, and impact assessments. This role sits right at the heart of our transformation efforts, bridging the gap between strategic intent and operational reality. When this role is done well, our projects land smoothly, people embrace the new systems and processes, and we hit our financial and operational targets. When it's not, we see low adoption, frustrated users, and projects that deliver technical solutions but no real business benefit – which, frankly, is a waste of everyone's time and money. The challenge here is balancing multiple project demands, managing conflicting stakeholder expectations, and keeping your team motivated through the inevitable bumps in the road. The reward? Seeing tangible improvements in how our business operates and knowing you've genuinely made a difference to our colleagues and customers. View
Level 3 Change Practitioner The Change Practitioner is here to make sure our business transformation projects actually stick. You'll take the plans for new systems or processes and turn them into something understandable and actionable for our teams, making sure they're ready and willing to adopt the changes. This role sits right at the heart of our project delivery, working closely with the technical teams and the people who'll be affected by the changes. When you do this well, projects roll out smoothly, people feel supported, and we see the real business benefits we're aiming for. Get it wrong, and you'll have resistance, frustration, and projects that fall flat, no matter how good the tech is. The tricky part is dealing with people's natural discomfort with change, often when they're already busy. The reward, though? Seeing a team genuinely embrace a new way of working because you helped them get there. It's about making a tangible difference to how our colleagues work every single day. View
Level 5 Change Program Manager The Change Program Manager is here to make sure our big, hairy business transformation programmes actually land with our people. You'll be the one making sure multiple projects, all aiming for change, actually work together and don't just exhaust everyone. This role directly impacts whether we actually get the benefits we're expecting from our investments, like better efficiency or happier customers. You'll sit right at the heart of our transformation office, translating executive vision into practical, human-centred change plans for a whole portfolio of initiatives. When you do this job well, people actually adopt new ways of working, our projects deliver their promised value, and we build a stronger, more adaptable organisation. If it's not done well, we'll see resistance, project delays, wasted money, and a lot of frustrated employees. The tricky part is navigating complex politics and making sure your team has what they need to succeed, even when things are messy. The reward? You get to see tangible, large-scale improvements across the business and build a cracking team along the way. View
Level 6 Change Program Manager / Principal Change Strategist As our Change Program Manager or Principal Change Strategist, you'll be the person who truly owns the 'people side' of our most significant business transformations. This means you're not just running one project; you're looking at a whole portfolio of change initiatives, making sure they all fit together and don't burn out our teams. You'll be setting the strategy for how we manage change across the organisation, making sure we're actually ready for what's coming and that the changes stick. Your day-to-day work involves moving beyond individual project plans to thinking about the cumulative impact of multiple changes on our employees. You'll be the go-to expert for senior leaders, helping them understand how to truly sponsor change and how to get their teams on board. When this role is done well, we see smoother transitions, higher adoption rates, and crucially, we actually get the business benefits we set out to achieve. If it's not done well, we risk project delays, employee burnout, and a lot of wasted investment. The challenge here is immense: you're dealing with entrenched behaviours, political complexities, and often, a healthy dose of change fatigue. You'll need to be incredibly resilient and persuasive. The reward, though, is seeing your strategic vision translate into real, tangible improvements for thousands of employees and significant value for the business. You're not just managing change; you're shaping the future of how we work. View
Level 3 Change Programme Coordinator The Change Programme Coordinator is here to keep our transformation programmes on the straight and narrow, especially for a particular workstream. Day-to-day, you'll be managing the nuts and bolts of how we track progress, deal with problems, and make sure everyone's talking to each other. You'll work at the intersection of our project teams and the business areas we're changing, translating big plans into actionable steps and clear updates that our workstream leads and managers use to make decisions. When you do this job well, our change initiatives run smoothly, issues get spotted early, and people feel informed rather than overwhelmed. If it's not done properly, things can quickly go off the rails – deadlines get missed, people get confused, and the whole programme can lose momentum. The tricky part is often chasing busy people for updates and dealing with unexpected curveballs. Honestly, it's not always glamorous. But the reward? You get to see complex, important changes actually happen, knowing you played a crucial part in making them a reality and helping our colleagues adapt to new ways of working. View
Level 3 Change Readiness Analyst As a Change Readiness Analyst, you'll independently own specific deliverables within larger change programmes. That means you'll be figuring out how big changes—like a shiny new finance system or a completely different way of serving customers—will actually land with the people who have to use them every day. You'll work at the intersection of the project delivery teams and the business users, translating technical jargon into real-world impacts and making sure everyone's prepared. When you do this well, people feel informed, supported, and ready to embrace new ways of working, which means projects actually deliver their promised benefits. Get it wrong, and you'll see low adoption, frustrated colleagues, and a lot of expensive tech that no one really uses. The tricky part is often dealing with people who don't want to change, or who are just plain tired of it. The reward? Seeing your hard work make a tangible difference to thousands of colleagues and, ultimately, the business's success. View
Level 2 Change Readiness Associate As a Change Readiness Associate, you'll be the backbone for our change team, helping to get people ready for new ways of working. Day-to-day, that means you're supporting the bigger picture by handling the crucial details that make or break adoption. You'll be gathering feedback, making sure communications actually go out, and keeping track of who's been trained on what. This role sits right at the heart of our transformation programmes, acting as the glue between the project team and the people who'll actually use the new systems or processes. You're translating the 'what' and 'how' of change into practical, understandable steps for our colleagues across the business. When you do this well, our projects land smoothly, people feel supported, and the business gets the value it expects from its investments. If this part falls down, though, you'll see frustration, low adoption, and ultimately, wasted effort and money. The tricky part is keeping everything organised and clear when things are constantly shifting. The reward? Seeing people genuinely embrace new tools and ways of working, knowing you played a part in making that happen. View
Level 3 Change Readiness Director The Change Readiness Director (we often just call you a 'Change Practitioner' internally) is here to make sure our big business changes actually land well with our people. You'll own specific pieces of the change plan for projects, making sure the folks impacted are ready, willing, and able to adapt. We're talking about everything from new software rollouts to big shifts in how we do business. Your day-to-day will involve figuring out what's changing for different groups, talking to people, and then helping craft the messages and training they need. You'll sit right in the middle of project teams and the wider business, translating technical jargon into 'what this means for you' language. If you do this well, our projects will go live smoothly, people will pick up new tools quickly, and we'll see the benefits we planned for. If it's not done well, well, projects get delayed, people get frustrated, and we end up wasting a lot of money on things no one uses. The challenge here is often dealing with cynicism and making sure your voice is heard amongst all the technical talk. The reward, though, is seeing a real difference in how people work and knowing you've helped them through something tough. View
Level 3 Change Readiness Manager The Change Readiness Manager is here to make sure that when we roll out a new system, process, or way of working, people actually get it, use it, and like it. You'll own specific change deliverables for smaller projects or workstreams, taking them from planning right through to making sure the change is embedded. Frankly, your job is to stop people grumbling and start them embracing the new stuff. Day-to-day, you'll be at the coal face, understanding how changes affect individuals and teams, then crafting plans to help them adapt. You're the practical one, translating big strategic shifts into concrete actions for people on the ground. When you do this well, projects deliver their promised benefits, people feel supported, and the business runs smoother. If you don't, well, people resist, old habits die hard, and we've just spent a load of money on something nobody uses. It's a tricky job, full of human behaviour, but seeing people thrive through change is genuinely rewarding. View
Level 3 Change Strategy Assistant The Change Strategy Assistant is here to make sure our big transformation projects actually stick. You'll be the one digging into what's really changing for people, crafting messages that make sense, and tracking whether those messages are actually landing. This role sits right at the heart of our transformation efforts, translating complex project goals into clear, actionable steps for our colleagues. When you do this well, our projects land smoothly, people understand what's happening, and we see real benefits quickly. If it's not done properly, we end up with confused teams, resistance, and projects that cost more and take longer. The tricky part is often getting everyone on the same page when priorities shift constantly. The reward? Seeing a project you've worked on actually improve how people do their jobs. View
Level 3 Change Strategy Specialist The Change Strategy Specialist is here to make sure our big business changes actually stick. You'll independently run specific parts of our change plans, like getting training organised or making sure everyone gets the right messages at the right time. This role sits right between the project teams building new stuff and the people who'll actually use it every day, translating tech-speak into 'what this means for me' messages. When you do this well, people adopt new systems quickly, they feel less stressed, and the business gets the benefits it's aiming for. If it goes wrong, well, people get frustrated, they cling to old ways, and projects don't deliver. The challenge is often getting people on board who are already tired of change or who just don't see the point. The reward, though, is seeing a whole department successfully switch to a better way of working, knowing you made it happen. View
Level 2 Change Support Associate The Change Support Associate is here to make sure our change projects run like clockwork, especially when it comes to the nitty-gritty logistics and keeping our documents in order. You'll be the go-to person for the Change Manager, helping them coordinate meetings, track actions, and get communications out the door. Essentially, you're the glue that holds the practical side of our change initiatives together. This role sits right at the heart of our project delivery, supporting the wider Business Transformation & Change team. You'll be working closely with project managers and business analysts, making sure that the information they need is accurate and easy to find. When you do your job well, the project team can focus on the bigger strategic stuff, knowing the details are sorted. If things go sideways, say a key workshop isn't booked or a crucial communication is missed, it can cause delays, frustration, and even cost us money. The challenge here is keeping on top of lots of small, but important, tasks. The reward? You'll see first-hand how big business changes are managed, and you'll be a vital part of making them a success. View
Level 3 Chief Change Officer The Chief Change Officer (at this level, it's more of a 'Change Practitioner' in practice) is here to make sure that when the business decides to do something new, it actually sticks. You'll be taking the big, often abstract, change plans and breaking them down into practical steps for specific teams or departments. Honestly, it's about helping people move from 'the way we've always done it' to 'the new way' without too much drama. You'll sit right in the middle of project teams and the people who'll be affected by the changes. Your job is to translate what the project team is building into something understandable and actionable for the folks on the ground. Think of yourself as a bridge-builder, or maybe a translator, between the techies and the end-users. When you do this well, people feel supported, they get on board with the new stuff quicker, and the project delivers its promised benefits. If you don't, well, people get frustrated, they resist, and sometimes, projects just fall flat, wasting a load of time and money. The tricky part is often dealing with people's natural resistance to anything new, even if it's better. The reward? Seeing a team genuinely embrace a new tool or process, making their lives easier and the business better. View
Level 6 Chief Change Strategist Manager The Chief Change Strategist Manager leads a team of change professionals, setting the direction for how we manage the human side of major business transformations within a specific department or across several critical programmes. You'll be the one making sure our change methodology isn't just theory, but actually gets applied effectively, building the muscle we need to adapt and thrive. This role directly impacts our ability to deliver on strategic objectives, making sure that new systems, processes, or structures actually stick and deliver the value we expect. When you get this right, our projects land smoothly, employees embrace new ways of working, and we see real financial and operational benefits. Get it wrong, and we're looking at project delays, user resistance, and potentially millions in lost value because people just won't adopt the changes. The tricky part is balancing the day-to-day demands of ongoing projects with the longer-term goal of building a sustainable change capability. The reward? You'll see your team grow, and you'll know you're making a tangible difference to how our entire organisation evolves. View
Level 3 Continuous Improvement Manager As a Continuous Improvement Manager, you'll independently tackle specific process challenges, helping teams work more efficiently and deliver better results. You're the one who takes a messy, manual process, maps it out, and then works with the people who do the job day-in, day-out to make it smoother. This role directly impacts our operational efficiency and, ultimately, how happy our customers are with our service. You'll typically sit between the frontline teams and our senior CI folks, translating real-world problems into structured improvement projects. When you do this well, we save money, reduce errors, and free up our people to focus on more valuable work. If you don't, we'll keep doing things the hard way, missing deadlines and frustrating our customers and colleagues. The tricky part is that you often have to convince people to change habits they've had for years, and you don't have direct authority over them. The reward? Seeing a team's relief when you've helped them cut out pointless steps, or the satisfaction of knowing you've directly contributed to a tangible saving for the company. It's about making a real difference, not just talking about it. View
Level 6 Digital Change Coordinator Manager The Digital Change Coordinator Manager is here to build, lead, and guide our change delivery team, making sure we’re not just rolling out new tech but genuinely shifting how people work. You'll oversee a portfolio of transformation projects, setting the standards for how we plan, communicate, and support our colleagues through significant shifts. This means you're not just a doer; you're a strategist, a coach, and a problem-solver for your team and the wider organisation. When this role is done well, your team will be delivering impactful, adopted changes, and the business will feel more agile and ready for what's next. If it's not, we'll see project failures, employee burnout, and a lot of wasted investment because people just won't use the new stuff. The challenge is balancing strategic oversight with getting into the weeds to unstick your team and dealing with the inevitable political headwinds. The reward? Seeing your team grow, watching major transformations land successfully, and knowing you've genuinely made a difference to how our company operates. View
Level 7 Director of Business Transformation The Director of Business Transformation is here to drive and oversee major change initiatives across an entire business unit, ensuring they land effectively and deliver real value. You'll be the one making sure that our strategic vision isn't just a pretty slide deck, but something that actually happens on the ground, changing how people work and how we serve our customers. You'll sit squarely between the C-suite's long-term goals and the day-to-day reality of our operations, translating complex strategies into actionable transformation programmes. When this role is done well, we see significant improvements in operational efficiency, customer satisfaction, and, frankly, our bottom line, all while keeping our people engaged and on board. If it's not done well, we're talking about failed projects, wasted millions, and a demoralised workforce who've seen it all before. The biggest challenge? Getting everyone, from the board to the frontline, pulling in the same direction, especially when priorities shift or the market throws a curveball. The reward, though, is seeing your vision come to life and truly transforming a substantial part of the business for the better. View
Level 7 Director of Change Implementation The Director of Change Implementation owns the entire change management capability for a large business unit or region. You'll set the standards, build the talent, and advise executive leadership on the risks and opportunities within our transformation portfolio. Frankly, you're the one who makes sure that when we decide to do something big, it actually lands with our people and delivers the promised value. This role sits right at the intersection of business strategy and operational reality. You'll translate grand, multi-year strategic visions into concrete, actionable change programmes that our teams can actually cope with. When this role is done well, our business unit transforms smoothly, quickly adopting new ways of working, hitting financial targets, and keeping our people engaged. If it's not, well, you'll see projects stall, benefits disappear, and a lot of frustrated employees. The challenge? You're often the bridge between the board's ambition and the front-line's capacity for change. The reward, though, is seeing your strategic vision come to life, fundamentally improving how we operate and compete in the market. View
Level 7 Director of Change Management The Director of Change Management leads the change capability for a major business unit or region, ensuring that significant transformation programmes land effectively and deliver their intended business value. You'll shape our approach to managing the people side of change, building a robust methodology, and leading a team of Change Managers who are driving individual programmes. This role is about making sure our investments in new systems and processes actually translate into new ways of working and tangible benefits, not just ticking boxes. Frankly, if our people don't adopt the change, the whole thing fails, and that's on your shoulders. You'll sit right at the heart of our most critical strategic initiatives, acting as the bridge between executive vision and frontline reality. Your work directly influences our ability to execute on multi-million-pound investments, impacting everything from operational efficiency to employee morale and, ultimately, our market position. When you do this well, our organisation becomes more agile, our people embrace new ways of working, and we see real, measurable improvements. If it's not done well, programmes stall, resistance grows, and we end up with expensive systems nobody uses—a huge waste of time and money. The biggest challenge here is navigating the complex political landscape of a large organisation, getting senior leaders to genuinely sponsor change, and building a consistent, high-quality change practice across diverse teams and geographies. The reward, though, is seeing your strategic vision come to life, transforming how thousands of people work, and directly contributing to the company's long-term success. It's about leaving a lasting legacy of effective change. View
Level 7 Director of Organisational Change The Director of Organisational Change is here to build and embed our enterprise-wide change management capability. You'll move us beyond ad-hoc project support to a truly strategic function that helps the business deliver its biggest, hairiest transformation programmes. This means defining our playbook, coaching our leaders, and making sure every major initiative actually sticks, rather than just being a flash in the pan. Frankly, you're the one who stops us from making the same change mistakes over and over again. When this role is done well, our transformation projects hit their adoption targets, our people feel supported, and we see tangible business value from our investments. If it's not, we'll waste millions on initiatives that never truly land, and our people will suffer from 'change fatigue' – that's when everyone just tunes out. The challenge is navigating complex politics and getting senior leaders to truly 'walk the talk' on change, not just pay lip service to it. The reward is seeing your strategy enable genuine, lasting business improvement and a workforce that's ready for anything. View
Level 7 Director of Transformation As our Director of Transformation, you'll own the entire transformation portfolio for a significant business unit or core function, like Finance or Operations. You're here to make sure we actually deliver on our strategic promises, turning big ideas into tangible, measurable improvements across that part of the business. You'll be setting the direction, making tough calls, and, frankly, getting your hands dirty when things inevitably go off track. This role sits right at the intersection of strategic planning and operational execution. You'll be translating the C-suite's vision into concrete programmes and projects, then making sure those projects actually deliver the goods. When you do this well, our business unit becomes more efficient, more agile, and ultimately, more profitable. If it goes poorly, we'll see wasted investment, missed opportunities, and a lot of frustrated colleagues. The real challenge? It's often like trying to change the tyres on a moving bus, all while navigating internal politics and external market shifts. But the reward? Seeing your strategic vision come to life, knowing you've genuinely made a lasting difference to how we operate and compete. View
Level 7 Director, Business Transformation & Change The Director, Business Transformation & Change, is here to drive significant, multi-year transformation programmes across an entire business unit or a major functional area. You're not just advising; you're accountable for making sure these big changes actually stick, delivering the promised benefits, and frankly, avoiding a total mess. You'll sit right at the top, influencing how we think about change, how we plan for it, and how we actually get our people on board. This role is all about translating ambitious strategic visions into tangible, human-centric change plans. You'll be the bridge between the C-suite's grand ideas and the day-to-day reality for thousands of employees. When you get this right, our business unit transforms smoothly, hits its financial targets, and our people feel supported, not overwhelmed. If it goes wrong, we're talking about wasted millions, missed market opportunities, and a workforce that's utterly fed up with 'another change programme'. The tricky part? You'll be dealing with entrenched behaviours, political minefields, and the sheer scale of moving a large organisation. The reward, though, is seeing your strategic vision come to life, knowing you've genuinely reshaped a part of the business for the better, and building a lasting capability for change. View
Level 7 Director, Change Management & Adoption The Director, Change Management & Adoption is responsible for shaping and delivering the holistic adoption strategy for a major business unit, making sure that big, complex transformations actually stick. You'll drive how our people move from the old way of working to the new, ensuring they're not just trained, but truly enabled and willing to change. This role sits right at the heart of our business unit's strategic delivery, bridging the gap between ambitious project goals and the day-to-day reality of our colleagues. When you do this job well, our transformation programmes deliver their promised benefits on time and budget, with minimal disruption and high employee morale. We'll see our people quickly become proficient in new tools and processes, and frankly, they'll thank us for making the change as smooth as possible. If it's not done well, we'll see projects fail to deliver, resistance will build, and we'll waste millions on initiatives that never truly get adopted. The challenge here is immense: you're dealing with human behaviour, which is messy and unpredictable, especially when people feel their jobs are changing. The reward, though, is seeing an entire business unit successfully navigate profound change, emerging stronger and more efficient on the other side. View
Level 7 Director, Global Change Communications The Director, Global Change Communications, is here to make sure our biggest business transformations actually land with our people. You'll set the overarching strategy for how we talk about change across the entire organisation, from the C-suite down to the frontline. This role directly impacts whether our transformations succeed or fail, influencing adoption rates, employee morale, and ultimately, our bottom line. Day-to-day, you'll be leading a team, advising senior leaders, and designing communication programmes that genuinely shift behaviour. You'll work at the intersection of executive strategy and employee experience, translating complex initiatives into clear, compelling stories that resonate globally. When this role is done well, our people understand the 'why' behind the change, feel supported through it, and actively participate in building the future. When it's not, we see resistance, cynicism, and transformations that stall or fail completely. The challenge is navigating complex politics and human emotion at scale. The reward is seeing a truly engaged workforce embrace significant, positive change. View
Level 3 Global Change Management Assistant The Global Change Management Assistant is here to make sure our big business changes actually land well with our people. Day-to-day, you'll be managing the nuts and bolts of our communication plans, getting training materials ready, and generally keeping an ear to the ground to see how everyone's feeling about things. You're not just a paper-pusher, though; you'll be taking ownership of specific workstreams within larger projects, making sure the human side of change isn't forgotten. This role sits right at the intersection of our project teams – think IT, Product, Operations – and the actual employees who'll be impacted. You'll translate technical jargon into plain English, helping our colleagues understand 'what's in it for them' when we roll out something new. When you do this well, projects get adopted quicker, people feel more supported, and we see the benefits of our investments much faster. If it's not done well, frankly, people get frustrated, adoption stalls, and those shiny new systems just gather dust. The challenge here is that people naturally resist change, even good change. You'll often be dealing with a fair bit of anxiety and even outright pushback. The reward, though? It's seeing a whole department go from confusion to competence, knowing you played a big part in making that happen. It's genuinely satisfying when you see your efforts help people embrace something new and better. View
Level 6 Global Change Management Assistant Manager As a Global Change Management Assistant Manager, you'll lead a small team of change practitioners, overseeing the human side of several major transformation programmes simultaneously. You're not just executing plans; you're defining the 'how' for your team and making sure we're actually ready for what's coming. This means translating complex business strategies into actionable change plans that genuinely land with our people, from the shop floor to the executive suite. Your role sits right at the heart of our business transformation efforts. You'll be the bridge between the strategic vision of our leadership and the day-to-day realities of our global workforce. We're talking about making sure that when we roll out a new ERP system or shift our entire customer service model, our employees don't just survive it, they thrive. When you do this well, our projects deliver their intended benefits faster, with less disruption, and our people feel supported and engaged throughout. Get it wrong, and we'll see resistance, low adoption, missed deadlines, and ultimately, wasted investment. The challenge? You're often dealing with deeply ingrained habits and natural human fear of the unknown, all while juggling multiple, often conflicting, priorities. The reward? Seeing your team grow, and watching thousands of employees successfully navigate significant change because of the thoughtful, human-centred plans you and your team put in place. View
Level 6 Global Head of Change Management Manager The Global Head of Change Management Manager is here to make sure our big, hairy transformation programmes actually land well across the business. You'll be looking at the bigger picture, not just individual projects, ensuring we've got a coherent strategy for how we manage the people side of change. This role directly impacts whether our multi-million-pound investments actually deliver the promised benefits, or just end up as another 'failed initiative' story around the water cooler. Day-to-day, you'll be setting the playbook for how we do change management globally, coaching our senior leaders, and making sure our change teams have the tools and skills they need. You're essentially the architect of our organisational change muscle. When you do this job well, our employees feel supported through big shifts, adoption rates for new systems soar, and our transformation programmes hit their targets. If it's not done well, we'll see massive resistance, projects stalling, and a huge waste of money and effort. Frankly, the challenge is getting everyone, from the execs to the front line, to truly embrace new ways of working. The reward? Seeing a huge, complex organisation successfully navigate massive change and come out stronger on the other side. View
Level 3 Head of Change Management The Head of Change Management (Level 002) is all about making sure that when we roll out a new system or process, people actually use it and understand why. You'll own the full change lifecycle for specific workstreams within a bigger project, or for smaller, self-contained initiatives. This means you're the one figuring out who's affected, what they need to know, and how we get them on board. You'll sit right between the project team (who are building the thing) and the business (who have to live with it). Your job is to bridge that gap, making sure the technical solution actually delivers the intended business benefits by getting people to adopt it. When you do this well, projects land smoothly, people feel supported, and our investments actually pay off. If it's not done well, we end up with expensive systems nobody uses, frustrated employees, and projects that fail to deliver. The challenge? You'll often be pushing against natural human resistance and competing priorities. The reward? Seeing a real, tangible difference in how people work and knowing you helped make it happen. View
Level 6 Head of Organisational Change The Head of Organisational Change leads and directs a portfolio of significant transformation programmes within a specific business unit or major function. You'll be the strategic brain behind how we prepare our people for big shifts, making sure they're ready, willing, and able to adopt new ways of working. This isn't just about planning; it's about making sure the plans actually deliver real, measurable business benefits. Day-to-day, you'll be overseeing a team of Change Managers, guiding them through complex projects, and acting as the main point of contact for senior leaders on all things change-related. You're sitting at the intersection of business strategy and human behaviour, translating executive vision into practical, people-centric change plans that actually work. When you do this well, our transformations run smoother, our people feel supported, and we see tangible financial benefits – think millions in cost savings or new revenue. If it's not done well, projects stall, people get fed up, and we waste a lot of money and effort. The tricky part is balancing multiple, often conflicting, priorities from different parts of the business while keeping your team motivated. The reward, though, is seeing your strategic vision come to life and genuinely shaping how our organisation evolves. View
Level 3 International Business Change Director The International Business Change Director (we call it a Change Consultant internally, to be frank) is responsible for owning a complete change workstream within a larger international project. This means you'll plan, build, and deliver specific pieces of the change puzzle, like a training programme or a communications plan, across multiple countries. You're not just supporting; you're taking charge of your piece of the pie. You'll work at the intersection of our project teams and the actual people in the business who have to change how they work, translating technical jargon into something everyone can understand and act on. When you do this well, people adopt new ways of working quickly, and the business sees the benefits we promised. If it's not done well, people get confused, frustrated, and they'll just go back to the old way, which costs us time and money. The challenge here is balancing global consistency with local needs, often with tight deadlines. The reward? Seeing your work genuinely make a difference to how thousands of people do their jobs every day. View
Level 6 International Business Change Support Coordinator Manager As an International Business Change Support Coordinator Manager, you'll be leading the charge on the 'people' bit of our biggest transformation programmes. This means you're not just tracking tasks; you're shaping how our colleagues across the globe experience and adopt significant shifts in how we work. Honestly, it's about making sure that all the investment we put into new systems or processes actually delivers the promised benefits, because if people don't use them properly, it's all a bit pointless. You'll be sitting right at the heart of our major programmes, working closely with Programme Directors and senior business leaders. Your job is to translate complex technical or process changes into clear, actionable plans for our people, ensuring they're ready and willing to embrace the new ways. When this role is done well, our transformation initiatives land smoothly, adoption rates soar, and we see real, tangible improvements in how we operate. When it's not, well, we end up with expensive systems nobody uses, frustrated employees, and programmes that just don't deliver. The challenge here is navigating the sheer complexity of international change – different cultures, different regulations, different ways of working. You'll often feel like you're managing a small army, all while trying to keep everyone on the same page. The reward, though? Seeing a massive global programme successfully implemented, knowing you've genuinely helped thousands of colleagues adapt, and seeing the business truly transform because of your team's efforts. It's incredibly satisfying to see your strategy come to life and actually stick. View
Level 3 International Business Transformation Coordinator The International Business Transformation Coordinator is here to make sure our global change projects run smoothly, especially the smaller, defined bits. You'll take ownership of specific workstreams, like coordinating training schedules across different regions or managing the communication plan for a new system rollout. This directly impacts our ability to deliver projects on time and get people actually using the new ways of working. You'll be sitting right between the project managers and the teams on the ground, translating big plans into actionable steps and making sure everyone's on the same page. When you do this well, projects hit their deadlines, people feel supported through the change, and our new processes actually get adopted. If it's not done well, things get messy quickly: missed deadlines, confused teams, and projects that cost a fortune but don't deliver any real business value. The tricky part is navigating different cultures and time zones, plus getting busy people to give you the information you need. The reward, though, is seeing a complex international project successfully implemented and knowing you played a crucial part in making it happen. View
Level 3 International Continuous Improvement Analyst The International Continuous Improvement Analyst is here to figure out why things aren't running as smoothly as they could be and then help put them right. You'll independently manage smaller improvement projects or take on big chunks of work within larger transformation programmes. This means getting stuck into process mapping, data analysis, and then actually coming up with solutions that make sense and stick. Day-to-day, you'll be the one translating messy operational data into clear insights, showing us where we're wasting time or money. You'll work closely with teams across different countries, helping them understand *their* processes better and seeing how small changes can add up to big wins. When you do this job well, our teams spend less time on frustrating, manual tasks, and our customers get a better, faster service. If it's not done well, we'll keep making the same mistakes, burning through cash, and frustrating our staff. The tricky part is often getting people to change their established ways, even when the data clearly shows a better path. But the reward? Honestly, it's seeing a tangible improvement, knowing you've made someone's working life easier, and watching the numbers shift in the right direction. View
Level 5 Lead Business Change Manager The Lead Business Change Manager is here to make sure our big transformation programmes actually deliver their promised value by getting people on board. You'll lead the charge on the 'human' side of change, making sure our colleagues are ready, willing, and able to adopt new ways of working, new tools, or new structures. This isn't just about telling people what's happening; it's about making them *want* to change and giving them the support to do it well. Day-to-day, you'll be at the intersection of technical programme delivery and the operational business units, translating complex project goals into clear, actionable change plans. You'll be the primary advisor to Programme Managers, making sure the people impact is always front and centre. When you do this job well, our programmes land smoothly, colleagues feel supported, and we see real, measurable benefits like improved efficiency or customer satisfaction. If it's not done well, we end up with expensive new systems nobody uses, frustrated employees, and wasted investment. The tricky part is navigating the politics and the inevitable resistance. The reward? Seeing a huge, tangible difference in how our business operates and how our people work. View
Level 5 Lead Business Change Support The Lead Business Change Support is responsible for designing and delivering the change strategy for large, complex transformation programmes. You'll lead a small team, making sure that when we roll out new systems or processes, people actually use them, and crucially, understand why they're important. You'll work at the intersection of the project delivery teams and the business units, translating technical changes into practical impacts and helping people through the journey. When this role is done well, our projects land smoothly, our colleagues feel supported, and the business sees real benefits quickly. When it's not, well, we end up with expensive systems nobody uses, frustrated employees, and projects that fail to deliver any real value. The challenge is balancing the project's technical demands with the human element of change, often dealing with resistance and shifting priorities. The reward? Honestly, it's seeing a huge, messy change programme successfully implemented and knowing you made a tangible difference to thousands of people's working lives. View
Level 5 Lead Change Adoption Manager The Lead Change Adoption Manager is here to make sure our big transformation programmes actually deliver on their promise by getting our people on board. You'll design and oversee the entire change management strategy for a portfolio of interconnected projects, making sure we're not just building new things, but that everyone's actually using them properly. You're essentially the conductor of the change orchestra, ensuring all the different parts play in harmony. Day-to-day, you'll be leading a small team, setting the direction for how we approach adoption, and tackling some pretty tricky organisational problems. You'll sit at the intersection of our programme leadership and the teams on the ground, translating strategic goals into practical, human-centred change plans. When you do this well, our transformation efforts hit their targets, our colleagues feel supported, and the business sees real value. If it's not done well, we'll spend millions on new tech that nobody uses, and our people will feel frustrated and disengaged. The tricky part is navigating the politics, the resistance, and the sheer complexity of changing how thousands of people work. The reward, though, is seeing a tangible shift in how our company operates, knowing you were a key part of making it happen. View
Level 5 Lead Change Architect The Lead Change Architect designs and oversees the integrated change strategy for large-scale transformation programmes, not just individual projects. You'll work across multiple, interconnected initiatives, making sure the 'people side' of change is considered from the very start, not as an afterthought. This role sits right at the intersection of programme management, business leadership, and our people, translating strategic goals into actionable plans that actually stick. When you do this well, our big transformations land smoothly, adoption rates soar, and we see real business benefits. Get it wrong, and we're looking at project delays, user frustration, and a lot of wasted investment. The tricky part is balancing the needs of multiple project teams with the overarching programme goals, often with conflicting priorities. The reward, though, is seeing your strategic vision come to life and genuinely making a difference to how our entire organisation works. View
Level 5 Lead Change Consultant The Lead Change Consultant is responsible for owning the end-to-end change strategy for a significant, complex transformation project. You'll be the architect of how we get our people from the old way of doing things to the new, making sure they're ready, willing, and able to adopt new systems and processes. You'll sit right at the heart of the project, bridging the gap between the technical delivery teams and the business units that need to change, translating complex project goals into clear, actionable steps for our colleagues. When you do this well, our projects deliver their promised value, people feel supported, and the business actually transforms. If it's not done well, we'll have expensive new systems gathering dust, frustrated employees, and a lot of wasted effort. The challenge here is navigating the politics, the resistance, and the sheer complexity of changing how thousands of people work. The reward, though, is seeing tangible, positive shifts in how our company operates, knowing you were central to making that happen. View
Level 5 Lead Change Impact Assessment Consultant As our Lead Change Impact Assessment Consultant, you'll be the architect behind how we understand and manage the people-side of our biggest transformation programmes. You'll lead a small team, shaping the overall change strategy for complex initiatives, not just executing tasks. This means you're figuring out the 'so what' for hundreds, sometimes thousands, of employees when we roll out something new – a new ERP, a big organisational restructure, or a fresh way of working. You'll work at the intersection of our project teams (who are often focused on the tech) and the business units (who are focused on getting their day job done). You're translating technical changes into tangible impacts on people's roles, processes, and even their daily routines. When you do this well, our projects land smoothly, adoption rates are high, and we actually see the benefits we planned for. When it's not done well, frankly, projects fail, people get frustrated, and we end up with expensive systems nobody uses properly. The challenge here is navigating complex organisational politics and often being the bearer of news people don't want to hear. The reward, though, is seeing your work directly contribute to successful, lasting change across the organisation – it’s genuinely impactful. View
Level 5 Lead Change Impact Director The Lead Change Impact Director is here to design and lead the overall change approach for our biggest, most complex transformation programmes. You'll be the one who figures out how a major new system or process will actually land with our people, making sure we don't just roll out technology, but truly change behaviour. You'll work at the intersection of our programme leadership and the teams actually impacted, translating strategic goals into actionable change plans that stick. When you do this well, our programmes deliver their promised benefits faster, with less disruption, and our people feel supported, not overwhelmed. If it's not done right, we'll see projects stall, resistance grow, and ultimately, wasted investment. The challenge? Getting everyone on the same page when they're all speaking different languages. The reward? Seeing a massive, company-wide shift happen smoothly because of your leadership. View
Level 5 Lead Change Leadership Director The Lead Change Leadership Director is here to make sure our biggest business transformations don't just happen on paper, but actually land with our people and deliver the promised benefits. You'll be building and running the change strategy for entire programmes, not just single projects, often with multiple moving parts and tricky stakeholders. This role directly impacts whether our multi-million-pound investments in new tech or processes actually pay off, or if they just become another dusty shelfware project. Day-to-day, you'll sit right at the heart of our transformation office, working closely with programme directors, senior product owners, and often the C-suite. You're the bridge between the 'what' (the new system, the new process) and the 'how' (how people adopt it, how we get them on board). When you do this job well, our projects hit their adoption targets, colleagues feel supported, and the business sees real, measurable value. Get it wrong, and we're looking at missed benefits, frustrated employees, and potentially huge financial losses. The challenge? You're often dealing with conflicting priorities, entrenched resistance, and the sheer complexity of changing how hundreds, sometimes thousands, of people work. The reward, though, is seeing a huge, messy transformation successfully delivered, knowing you were the one who made it happen. View
Level 5 Lead Change Manager The Lead Change Manager is here to make sure our big business changes actually stick. You'll design and run the overall change strategy for significant projects, which means you're thinking about everything from how we communicate, to how we train, and crucially, how we deal with people who aren't keen on the new way. You'll sit right at the heart of major transformation programmes, making sure the 'people side' of change gets as much attention as the technology or process bits. When you do this well, projects don't just 'go live' – they actually deliver the promised benefits because people are ready, willing, and able to work in the new way. If it's not done well, we end up with expensive systems nobody uses, frustrated colleagues, and projects that fail to deliver any real value. It's a challenging gig because you're often dealing with conflicting priorities and human emotions, but the reward is seeing a real, tangible difference in how our business operates and how our people feel about their work. View
Level 5 Lead Change Officer The Lead Change Officer is here to design and run the integrated change strategy for a whole programme of work, not just a single project. You'll be the one making sure all the different change activities—things like communications, training, and stakeholder engagement—are actually working together and delivering what's needed. This role sits right at the heart of our major transformation efforts, connecting the strategic vision from leadership to the day-to-day reality for our teams. When you do this well, our big programmes land smoothly, people understand why things are changing, and we see the business benefits we're aiming for. Get it wrong, and you'll end up with frustrated employees, low adoption of new systems, and a programme that misses its targets, costing us time and money. The tricky part is navigating the politics and resistance that always come with big changes. But the reward? Seeing your work genuinely transform how we operate and help our people thrive through significant shifts. View
Level 5 Lead Change Practitioner The Lead Change Practitioner is here to design and integrate the people-side of change for our most complex, interdependent transformation programmes. You'll be looking across multiple projects, making sure we're not just building new systems, but that our people are actually ready, willing, and able to use them. This role is about seeing the bigger picture of how all the moving parts of a transformation affect our colleagues. Frankly, you'll sit at the intersection of our technical project teams and the everyday reality of our employees. Your job is to translate complex technical changes into clear, compelling narratives that help people understand 'What's In It For Me?' (WIIFM). When you do this well, our big programmes land smoothly, our colleagues feel supported, and we actually get the business benefits we're aiming for. Get it wrong, and we'll have expensive new systems gathering dust because no one wants to use them, or worse, a mass exodus of frustrated staff. The tricky part is that you're often dealing with moving targets, political resistance, and the sheer complexity of coordinating change across different departments. The reward, though, is seeing a major business transformation actually succeed because you helped bring everyone along for the ride. It's about making a tangible difference to how our entire organisation works. View
Level 5 Lead Change Readiness Manager The Lead Change Readiness Manager is here to make sure our biggest transformation programmes don't just launch, but actually get adopted by the people who need to use them. You'll oversee all the 'people stuff' for a major programme, from figuring out who's impacted to making sure they're trained and ready to go. Honestly, you're the glue that holds the human side of a big project together, making sure the shiny new tech or process actually lands properly. You'll sit right at the heart of our transformation efforts, translating grand strategic visions into practical, human-centred plans that frontline teams can actually follow. You'll work at the intersection of our project delivery teams and the business units, making sure everyone's on the same page about what's changing and why. When you do this job well, projects deliver their benefits faster, employees feel supported, and the business avoids those painful, expensive 'failed adoption' scenarios. When it's not done well, we end up with frustrated staff, help desk queues stretching around the block, and projects that cost a fortune but don't actually change anything. The challenge is navigating the politics, the resistance, and the sheer complexity of getting thousands of people to change how they work, often without direct authority. The reward? Seeing a huge, complex programme successfully embed into the organisation, knowing you've made a real difference to how we operate and how our people feel about it. View
Level 5 Lead Change Specialist The Lead Change Specialist is responsible for designing and delivering the change strategy for complex, multi-country transformation programmes. You'll work at the intersection of central programme management and local business operations, translating global objectives into practical, country-specific change plans that actually stick. When this role is done well, new systems and processes are adopted smoothly, quickly, and with minimal disruption, meaning projects hit their ROI targets. When it's not, you end up with frustrated users, shadow IT, and projects that technically 'go live' but never really get used. The challenge is navigating the political landscape and cultural nuances across different regions while keeping a global programme on track. The reward is seeing your carefully crafted plans genuinely improve how thousands of people do their jobs around the world. View
Level 5 Lead Change Strategist The Lead Change Strategist doesn't just manage a piece of the puzzle; you're designing the whole thing for our biggest, most complex transformation programmes. You'll be the brains behind how we get our people on board with major shifts like a new ERP system or a complete organisational restructure. This role is about making sure that when we roll out a huge change, our people actually understand it, adopt it, and ultimately, make it successful. Your work directly impacts whether a multi-million-pound investment actually delivers its promised benefits or just becomes another failed project. Frankly, if you get this wrong, we're looking at significant delays, lost productivity, and a lot of very unhappy colleagues. Get it right, and you'll see entire departments embrace new ways of working, driving real business value. Truth is, the challenge here isn't just about crafting a clever plan; it's about navigating the messy reality of human behaviour, office politics, and conflicting priorities. The reward? Seeing your strategy come to life, knowing you've genuinely helped people through tough transitions, and watching the business hit its strategic goals because of your efforts. It's not always glamorous, but it's incredibly impactful. View
Level 5 Lead Digital Change Manager The Lead Digital Change Manager is responsible for designing and delivering the people-side of major digital transformation programmes. This means you'll be figuring out how to get thousands of colleagues, sometimes across different countries, to adopt new systems, processes, and ways of working. You'll sit right at the heart of our biggest strategic initiatives, translating complex project plans into practical, human-centred adoption strategies. When you do this well, our projects don't just 'go live,' they 'go use,' delivering real value and making everyone's lives easier (eventually). Get it wrong, and we're left with shiny new tech gathering dust, frustrated staff, and wasted investment. The tricky part is that you're often trying to herd cats—getting everyone from the CEO to the frontline staff on board with something that will disrupt their day-to-day. The reward, though, is seeing a huge organisation genuinely shift and improve because of your work. View
Level 5 Lead Global Change Manager The Lead Global Change Manager designs and oversees the change strategy for large, complex transformation programmes, making sure our people are ready, willing, and able to adopt new systems and processes. You'll be the one translating big strategic goals into practical, human-centred change plans that actually get results across different regions and cultures. Honestly, you're the linchpin between a new system going live and it actually being used effectively by thousands of people. This role sits right at the heart of our major business transformation initiatives, working closely with programme directors and senior leaders. You'll be making sure that the 'people' element of change isn't an afterthought, but a core part of the planning from day one. When you do this well, our programmes land smoothly, deliver their promised benefits, and our colleagues feel supported. If it's not done well, we see resistance, low adoption, and ultimately, wasted investment in new technology or processes. The tricky part is navigating complex organisational politics and getting buy-in from busy executives. The reward? Seeing a huge, global shift happen successfully because of your work, and knowing you've made a real difference to how our colleagues work every day. View
Level 5 Lead Lean Six Sigma Manager The Lead Lean Six Sigma Manager is here to make sure our business processes actually get better, not just look good on paper. You'll lead a small team of Lean Six Sigma practitioners, guiding them through complex projects and making sure their work genuinely solves problems and saves us money or makes customers happier. This role sits right at the heart of our transformation efforts, bridging the gap between high-level strategy and the nitty-gritty of how work gets done. Day-to-day, you'll be juggling a portfolio of improvement projects, making sure they're all on track and delivering real value. You'll work closely with various department heads, helping them figure out what processes need fixing most and then assigning the right people from your team to tackle them. When this role is done well, we see significant, measurable improvements in efficiency, quality, and customer satisfaction. When it's not, projects can drift, benefits get missed, and frankly, people get frustrated with 'another initiative'. The challenge here is balancing strategic oversight with getting into the weeds when your team needs you. You'll need to be a coach, a mentor, and sometimes, a diplomat. The reward, though, is seeing your team develop, watching processes transform, and knowing you've made a tangible difference to how the business operates. View
Level 5 Lead Organisational Change Manager As a Lead Organisational Change Manager, you'll be accountable for making sure our big transformation projects actually stick. This means you're not just planning, you're getting your hands dirty, guiding teams through significant shifts in how they work, what tools they use, and even how they think. You'll be the one making sure that when we launch something new, people don't just tolerate it, they embrace it and get really good at it, quickly. Your work sits right at the heart of our most important strategic programmes, often working directly with senior leaders to translate grand visions into practical, day-to-day changes for hundreds, sometimes thousands, of our colleagues. If you do this well, our projects deliver their promised benefits, our teams feel supported, and our organisation becomes more agile. If you don't, well, we've wasted a lot of money and goodwill, and people just revert to the old ways, which is a real headache. The tricky part? You're often trying to herd cats – getting different departments, sometimes with conflicting priorities, to all move in the same direction. You'll face resistance, scepticism, and plain old fatigue. But the reward? Seeing a huge, complex change successfully land, watching people adapt and thrive, and knowing you were the one who made it happen. It's incredibly satisfying, honestly. View
Level 5 Lead Stakeholder Engagement Manager The Lead Stakeholder Engagement Manager architects and directs the engagement strategy for our largest, most complex, multi-year transformation programmes. You'll be the central point for making sure everyone from the CEO to the frontline staff understands, accepts, and ultimately adopts new ways of working. This isn't just about 'doing comms'; it's about deeply understanding the human side of change and proactively shaping behaviour. You'll work at the intersection of strategic planning and on-the-ground execution, translating complex project goals into clear, actionable messages that resonate with different groups. When you do this job well, our transformation programmes run smoother, hit their targets faster, and crucially, people actually use the new systems and processes. Get it wrong, and you'll see projects stall, resistance grow, and millions of pounds in investment wasted because people simply don't get it, or worse, actively push back. The challenge is navigating the politics, the personalities, and the sheer volume of information in a large organisation. The reward? Seeing a huge, complex change successfully land, knowing you were key to making it happen, and watching the business genuinely improve because of it. View
Level 3 Lean Six Sigma Manager The Lean Six Sigma Manager is here to lead and deliver specific process improvement projects, typically within one business function. You'll independently run Green Belt-level projects, which means you're responsible for identifying the problem, digging into the data, figuring out a solution, and then making sure it actually sticks. You're not just advising; you're doing the heavy lifting to get things over the line. This role sits right at the heart of our operational teams, often working directly with the folks on the ground who know the processes inside out. You'll be translating messy, real-world problems into structured improvement plans, making sure that what we do today is smoother and more effective tomorrow. When you do this well, we save money, our customers get a better experience, and our colleagues feel less frustrated by clunky systems. If you don't nail it, we'll keep making the same mistakes, wasting time and money, and probably annoying a lot of people. The challenge? Getting people to change their ways, even when the data says it's for the best. The reward? Seeing a process that was once a nightmare become a well-oiled machine, knowing you made that happen. View
Level 5 Manager, Change Leadership The Manager, Change Leadership is here to shape how we approach and deliver change across a significant part of our business. You'll set the strategic direction for a team of change professionals, making sure they're equipped to handle everything from new system rollouts to major organisational restructures. This role directly impacts our ability to realise the benefits from our multi-million-pound investments in new tech and processes. Day-to-day, you'll be overseeing multiple change programmes, mentoring your team, and making sure our change efforts are aligned with the wider business strategy. When this role is done well, our transformations land smoothly, adoption rates are high, and we see real, measurable improvements in how we work. If it's not, we risk wasting huge sums of money, losing good people, and creating a cynical workforce that's sick of 'change for change's sake'. The challenge is often navigating complex politics, securing executive buy-in for what some still see as 'soft' skills, and managing a team through constant ambiguity. The reward, though, is seeing your vision for change come to life, knowing you've helped thousands of colleagues adapt and thrive, and ultimately, contributing directly to the company's long-term success. View
Level 6 Organisational Change Director The Organisational Change Director Manager is here to make sure our big, multi-project transformation programmes actually land with our people. You'll be designing and running the overall change strategy for complex initiatives, like rolling out a new enterprise system or completely rethinking how we serve customers. This isn't about just ticking boxes; it's about ensuring our colleagues are ready, willing, and able to adopt new processes and technologies, so we actually get the business value we're chasing. Day-to-day, you'll be leading a small team of change practitioners, coaching them, and getting your hands dirty with the trickier bits of stakeholder engagement and resistance management. You'll sit right at the heart of our transformation office, linking up with project managers, business leaders, and HR to make sure everyone's on the same page about the human impact of change. When you do this well, our transformations aren't just technically successful; they're embraced by our people, deliver their intended benefits, and genuinely improve how we work. Get it wrong, and you're looking at frustrated employees, wasted investment, and a reputation for failed projects. The big challenge? Getting senior leaders to truly 'sponsor' change beyond just saying yes in a meeting, and dealing with the inevitable change fatigue that comes with constant evolution. But the reward? Seeing a whole organisation shift, improve, and grow because of the work you've led. View
Level 5 Organisational Change Manager As our Organisational Change Manager, you'll be the architect and leader for the people-side of our most complex transformation programmes. This means you're not just executing a plan; you're defining the strategy for how we bring thousands of employees through significant shifts in how they work, use technology, and think about our business. You'll lead a small team of change practitioners, guiding them to deliver impactful interventions across multiple workstreams. This role sits right at the heart of our transformation agenda, working closely with programme directors and senior business leaders. You're the one making sure that brilliant new technology or a slick new process actually gets adopted and delivers the expected benefits. When you do this well, we see real, measurable improvements in efficiency, employee experience, and ultimately, our bottom line. Get it wrong, and we've spent millions on projects that gather dust, leaving our people frustrated and cynical about the next big thing. The biggest challenge? You'll be navigating complex political landscapes, managing resistance from all levels, and keeping multiple plates spinning across concurrent initiatives. The reward, though, is seeing entire departments transform, knowing you've truly made a difference to how our company operates and how our people experience work. View
Level 3 Organisational Change Practitioner The Organisational Change Practitioner is all about making sure our big business changes actually stick. You'll own specific deliverables within larger transformation projects, helping people through the tricky bits of adopting new systems, processes, or even whole new ways of thinking. This means getting stuck into things like figuring out how a change will hit different teams, running workshops to get people talking, and building up a network of 'champions' who can spread the word. Your work directly impacts how quickly and smoothly our projects land. Get it right, and we save time, money, and keep our people happy. Get it wrong, and we're looking at frustrated colleagues, missed targets, and projects that just don't deliver what they promised. The tricky part is often dealing with resistance you didn't see coming, or getting people excited about something that feels a bit scary to them. The reward, though? Seeing a team genuinely embrace a new tool or process and knowing you helped make that happen. View
Level 5 People Change Manager As our People Change Manager, you'll be the brains behind how a major part of our business (think a whole division or a significant product line) actually embraces big shifts. You're not just running a project; you're building and guiding a team of change practitioners who are making sure people don't just survive, but thrive through transformation. This role sits right at the intersection of our strategic goals and the day-to-day reality of our employees, translating grand plans into tangible support and action. When you get this right, our transformation programmes don't just launch; they stick, delivering real value and avoiding that dreaded 'change fatigue'. Get it wrong, and we'll see resistance, missed targets, and a lot of frustrated people. The challenge? You're balancing multiple, often conflicting, priorities across a large portfolio, all while leading and developing your team. The reward? Seeing a huge number of people successfully navigate complex changes, and knowing you built the capability to make it happen. View
Level 6 Principal Change Strategist The Principal Change Strategist is here to make sure our major business transformations actually land well with our people. You'll lead a team of Change Managers, setting the overall strategy for how we prepare, equip, and support our colleagues through significant shifts – whether that's new technology, new processes, or entirely new ways of working. This role directly impacts our ability to realise the promised benefits of our investments. If we get this wrong, we'll see low adoption, high resistance, and ultimately, wasted money and frustrated employees. When it's done well, we see smooth transitions, engaged teams, and real business value. The challenge? You're often dealing with ambiguity, conflicting priorities, and a natural human aversion to change. The reward? Seeing a huge initiative successfully adopted, knowing you helped thousands of people adapt and thrive. View
Level 6 Principal Transformation Strategist The Principal Transformation Strategist is responsible for defining, shaping, and overseeing a significant portfolio of business transformation programmes. You'll be the one connecting the dots between our overarching business strategy and the actual changes happening on the ground, making sure we're investing our time and money in the right places. This isn't about running individual projects anymore; it's about making sure a whole collection of them deliver real, measurable value. You'll spend your days working out what needs to happen to hit our big strategic goals, then making sure the teams delivering the work are set up for success and actually get there. When this role is done well, we see tangible improvements in how we operate, how quickly we react to the market, and ultimately, our bottom line. When it's not, we end up with lots of busy work that doesn't really move the business forward, wasted investment, and a lot of frustrated people. The challenge is keeping a clear head when everything's changing, managing expectations across the business, and making tough calls about what to prioritise. The reward is seeing your strategic vision come to life and genuinely transforming how we do business. View
Level 3 Regional Change Impact Director The Regional Change Impact Director (at this level, we often just call you a Change Practitioner) is here to make sure our big business changes actually stick in a specific geographic region. You'll be the one translating complex project plans into simple, actionable steps for the teams on the ground, helping them understand what's coming and why it matters. Day-to-day, you'll be working closely with project managers, training teams, and communications specialists. Your job is to make sure that the people who need to change their ways of working are ready, willing, and able. You'll be gathering feedback, running workshops, and generally being the 'face of change' for a specific group of employees. When you do this well, projects land smoothly, people adopt new tools quickly, and we see the benefits we planned for. If it's not done properly, you'll see resistance, frustration, and people just going back to the old ways, which means all that project investment goes to waste. The tricky part is dealing with people's natural resistance to change, even when it's for the best. The reward, though, is seeing a whole team or department genuinely excited about a new way of working, knowing you helped them get there. View
Level 3 Regional Change Readiness Manager The Regional Change Readiness Manager is here to make sure our teams in a specific region or business unit are ready and willing to embrace big operational or system changes. You'll independently run change activities for particular project segments, making sure the plans we've got on paper actually work for the people who'll be using them day-to-day. You're the bridge between the project team and the folks on the shop floor, translating tech-speak into 'what does this mean for my job?' and then helping them get there. This role sits right in the middle of our transformation programmes, taking the overall change strategy and making it real for a defined group. You'll be the one spotting potential issues before they become big problems and proposing practical solutions. When you do this well, projects land smoothly, people feel supported, and we actually get the benefits we're aiming for. If it's not done right, people get frustrated, adoption stalls, and we end up with expensive new systems nobody uses properly. The challenge? It's often like herding cats; getting everyone on the same page when they're busy with their day jobs. You'll face resistance, confusion, and sometimes outright refusal. The reward, though, is seeing a team go from struggling with a new process to genuinely owning it, knowing you helped them get there. It's about making a tangible difference to people's working lives. View
Level 5 Senior Business Change Director The Senior Business Change Director is here to make sure our big, hairy transformation projects actually land with the people who have to use them. You'll own the end-to-end change plan for a specific project, which means everything from figuring out who's affected to making sure they're ready and willing to work differently. This role directly impacts whether we see the actual benefits from our investments, or if we just end up with expensive new tech nobody uses. You'll sit right at the heart of project delivery, bridging the gap between the technical teams building the solution and the business teams who need to adopt it. You're the one making sure that brilliant new system isn't met with blank stares or, worse, outright resistance. When you do this well, our projects deliver their promised value, employees feel supported, and the organisation moves forward. If it's not done well, we're left with frustrated teams, wasted money, and a lot of 'shadow IT' as people find workarounds. The challenge? Getting people to change is hard, messy work. You're dealing with human behaviour, not just code. The reward, though, is seeing a real difference in how the business operates and knowing you made that happen. View
Level 5 Senior Business Change Manager As a Senior Business Change Manager, you'll own the end-to-end change strategy for significant projects, making sure our people are ready and willing to adopt new systems, processes, or ways of working. This means digging into what's actually changing, figuring out who it impacts, and then building a proper plan to get everyone on board. You'll be the bridge between the 'what' (the new tech or process) and the 'how' (how people actually use it day-to-day). When you do this well, projects don't just 'go live' – they actually stick. People embrace the changes, productivity goes up, and we see the real benefits we aimed for. If it's not done properly, though, you get resistance, low adoption, and projects that technically launch but never quite deliver on their promise. Frankly, it's the difference between a successful transformation and a very expensive, frustrating flop. The biggest challenge? Getting people to let go of the old ways, even when the new way is clearly better. It's human nature, really. But the reward? Seeing an entire department or business unit genuinely thrive with a change you've helped them navigate. That's pretty satisfying, honestly. View
Level 4 Senior Business Change Support The Senior Business Change Support role is all about making sure our big projects actually land well with our people. You'll be designing and running the change strategy for specific initiatives, which directly impacts how quickly our new systems or processes get adopted, and ultimately, how much value the business actually gets from its investments. You'll sit right between the project delivery teams and the business units, translating technical changes into real-world impacts and helping people navigate the shift. When you do this job well, projects don't just launch; they stick. Our colleagues feel supported, they understand 'WIIFM' (What's In It For Me?), and they quickly become proficient in the new ways of working. When it's not done well, we see resistance, frustration, a spike in helpdesk calls, and ultimately, wasted investment. The tricky part is dealing with constant change, conflicting priorities, and often, a healthy dose of cynicism. The reward, though, is seeing people truly embrace something new, making their jobs easier, or helping the business hit its goals. View
Level 4 Senior Business Change Support Coordinator The Senior Business Change Support Coordinator is here to make sure our big business changes land smoothly. You'll be leading the detailed analysis for specific parts of our transformation programmes, figuring out exactly who's affected and how. Day-to-day, this means you're creating the 'change impact logs', drafting the communications that actually get people on board, and making sure our training plans hit the mark. This role sits right at the heart of our transformation efforts, bridging the gap between the project team building the new thing and the people who'll actually use it. You'll translate technical jargon into plain English and make sure the business feels heard and prepared. When you do this well, our projects go live with minimal fuss, people adopt new ways of working quickly, and we see real benefits. Get it wrong, and you'll have frustrated users, missed deadlines, and a lot of resistance. The tricky part is often navigating the politics and getting everyone on the same page. The reward, though, is seeing your work directly improve how thousands of colleagues do their jobs every single day. View
Level 5 Senior Change & Culture Specialist The Senior Change & Culture Specialist is here to make sure our big business changes actually happen, not just on paper, but in how people work every day. You'll own the change management plan for specific projects or business units, translating strategic goals into practical steps for teams. This means everything from figuring out who needs to know what, to designing workshops that help people adapt. This role sits right at the heart of our transformation programmes, bridging the gap between the grand vision from leadership and the day-to-day reality for our employees. You'll be the one helping teams understand 'what's in it for me?' when a new system rolls out or a department restructures. When you do this well, projects land smoothly, people feel supported, and our business actually gets the benefits we're aiming for. If it's not done well, we'll see resistance, low adoption, and ultimately, wasted investment. The tricky part is often dealing with the 'frozen middle'—those managers who are caught between their leadership and their teams. You'll need to be a trusted advisor and a bit of a diplomat. The reward, honestly, is seeing a team go from confused and resistant to fully embracing a new way of working, knowing you helped make that happen. View
Level 5 Senior Change & Engagement Consultant The Senior Change & Engagement Consultant is here to make sure our big business transformations actually stick. You'll be running the end-to-end engagement strategy for specific, medium-sized change projects, which means everything from figuring out who cares about the change to making sure they're ready for it on day one. You'll sit right at the intersection of our project delivery teams and the business units adopting new ways of working, translating complex technical changes into clear, compelling messages that resonate with different groups. When you do this well, projects land smoothly, people adopt new systems quickly, and we see the benefits we planned for. If it's not done right, we end up with frustrated employees, wasted investment, and projects that just fizzle out. The tricky part is often dealing with resistance you didn't see coming or navigating internal politics when everyone's got an opinion. But the reward? Seeing a huge initiative successfully implemented and knowing you made a real difference to how thousands of people work every day. It's genuinely satisfying. View
Level 5 Senior Change Implementation Manager The Senior Change Implementation Manager takes a transformation project from concept to reality, focusing on the people side of things. You'll own the end-to-end change plan for a specific, often complex, project, making sure everyone involved understands what's happening, why it matters, and how to get on board. You're the person who translates technical jargon into plain English for the frontline teams. This role sits right at the heart of our transformation efforts, working closely with the project delivery teams and the business units that are actually changing. You'll be the glue, making sure the new system or process isn't just technically sound, but also adopted and used effectively by real people. When you do this well, projects land smoothly, people feel supported, and the business actually gets the benefits it was promised. If it's not done well, you'll see resistance, frustration, and people clinging to the old ways, which means all that project investment goes to waste. The tricky part is that you often have to influence people without having any direct authority over them. You'll be dealing with shifting priorities, unexpected roadblocks, and sometimes, outright resistance. The reward, though? Seeing a major change successfully implemented, knowing you've helped hundreds or thousands of colleagues adapt, and watching the business genuinely improve because of your work. It's incredibly satisfying when a plan comes together and people embrace the new way. View
Level 5 Senior Change Leadership Manager The Senior Change Leadership Manager is really the person who makes sure our big business changes actually land well with people. You'll be leading the change strategy for a specific project, say, a new finance system or a big shift in how our sales team works, from the very first idea through to when everyone's actually using it. This role sits right at the intersection of our project delivery teams and the people who'll be impacted by the change, acting as a crucial bridge. You'll translate technical plans into human-speak, helping everyone from the exec team to the frontline staff get on board. When you do this job well, projects launch smoothly, people adopt new ways of working quickly, and we see the benefits we expected – like better efficiency or happier customers – actually happen. If it's not done well, frankly, projects can fail, people get frustrated, and we lose money and trust. The tricky part is often dealing with resistance and getting different parts of the business to agree. But the reward? You get to see people genuinely adapt, grow, and improve their day-to-day work because of the changes you've helped them through. That's pretty satisfying, honestly. View
Level 5 Senior Change Management Analyst The Senior Change Management Analyst leads specific workstreams within larger transformation programmes, making sure people are ready for new ways of working. You'll sit between the project delivery teams and the business units, helping to bridge the gap and get everyone on the same page. When you do this well, projects land smoothly, people adopt new systems quickly, and the business actually sees the benefits it was hoping for. If it's not done right, you'll see frustrated colleagues, low adoption, and projects that technically 'go live' but never really take off. The tricky part is often dealing with resistance and shifting priorities. The reward, though? Seeing a real difference in how our people work and how the business operates. View
Level 5 Senior Change Management Specialist As a Senior Change Management Specialist, you'll own the end-to-end change strategy and its execution for some of our most complex, single projects. This means you're not just following a plan; you're designing it, adapting it, and making sure it actually works in the messy reality of the business. You'll sit right at the intersection of project delivery and human psychology, translating technical changes into clear, actionable steps that our people can get behind. When you do this job well, our projects don't just launch; they thrive. People adopt new systems and processes quickly, resistance is managed proactively, and we see real, measurable benefits. If it's not done well, we end up with expensive systems nobody uses, frustrated employees, and projects that fail to deliver on their promises. The tricky part is navigating the politics and emotions that come with any big shift. The reward, honestly, is seeing a whole organisation move forward because of the groundwork you laid. View
Level 5 Senior Change Management Trainer The Senior Change Management Trainer is responsible for making sure our big business changes actually land with our people. You'll figure out what training's needed, design how we'll deliver it, and then often run the sessions yourself. This role sits right at the heart of our transformation efforts, translating the 'what' of a new system or process into the 'how' for our colleagues. You're the one who makes sure people don't just know *about* the change, but actually know *how* to do their jobs differently. When you do this well, our projects go live smoothly, people feel supported, and the business sees the benefits faster. If it's not done right, well, people get frustrated, adoption rates plummet, and we end up with expensive systems nobody uses properly. The tricky part is often getting project teams to understand that 'training' isn't just a tick-box exercise at the end. The reward? Seeing someone's face light up when they finally 'get it', or watching a new process become second nature across a whole department. Honestly, it's pretty satisfying. View
Level 6 Senior Change Manager The Senior Change Manager is here to make sure our big, complex transformation programmes don't just happen on paper, but actually stick with our people. You'll be setting the direction for how we manage change across a significant part of the business, making sure our approach is consistent, effective, and actually helps us hit our strategic goals. This isn't about running one project; it's about owning the 'how' for a whole chunk of our change agenda, coaching the folks who are doing the day-to-day work, and making sure we're building a real capability for change within the organisation. Day-to-day, you'll be shaping our change methodology, guiding multiple project teams, and probably getting involved in some tricky stakeholder conversations at the executive level. When you do this well, our transformation initiatives land smoothly, people actually adopt new ways of working, and we see tangible benefits like happier customers or more efficient operations. If it goes badly, well, we'll have wasted a lot of money, people will be frustrated, and our strategic plans will fall flat. The tricky part is balancing the grand strategic vision with the messy reality of getting people to change their habits. The reward, though, is seeing your influence transform how an entire department or business unit operates. View
Level 5 Senior Change Practitioner The Senior Change Practitioner is here to make sure our big business changes actually land well with our people. You'll own the entire change management piece for medium-sized projects, from figuring out who's affected to making sure they're ready and willing to embrace new ways of working. This directly impacts our ability to get value from new investments and keep our employees happy and productive. Day-to-day, you'll be the bridge between the project team building the new thing and the people who actually have to use it. You'll translate technical jargon into 'what's in it for me' messages, design training that people actually pay attention to, and generally smooth out the bumps. When you do this well, projects deliver their promised benefits on time, and our teams feel supported, not just told what to do. If it's not done well, we see low adoption, frustrated employees, and expensive new systems sitting there unused. The challenge? People generally don't like change, and you'll often be the face of it. The reward, though, is seeing a whole department shift their behaviour and genuinely improve how they work because of your efforts. That's pretty satisfying, honestly. View
Level 5 Senior Change Readiness Director The Senior Change Readiness Director is here to make sure our big, messy transformation projects actually stick. You'll own the end-to-end change plan for a significant chunk of a larger project, focusing squarely on getting people ready for new ways of working. This means everything from figuring out who's affected and how, to designing the communications and training that actually land. Day-to-day, you'll be at the intersection of the project delivery teams (who are building the 'what') and the business units (who need to adopt the 'how'). You're the translator, the planner, and frankly, the person who makes sure the new stuff doesn't just get built, but actually gets used. When you do this well, our projects deliver their promised benefits, our colleagues feel supported, and the business keeps moving forward. When it's not done well, adoption stalls, people get frustrated, and we lose money on our investments. The tricky part is navigating the politics, the resistance, and the sheer volume of change our people face. The reward? Seeing your work make a tangible difference in how thousands of people do their jobs, making their lives easier and our business stronger. It’s pretty satisfying, honestly, when a new system goes live smoothly because you did your job right. View
Level 6 Senior Change Readiness Manager The Senior Change Readiness Manager is here to make sure our major business transformations don't just launch, but actually land and deliver their promised value. You'll oversee the 'people side' of change across multiple, interconnected programmes, designing the overall strategy for how we prepare our colleagues for big shifts in technology, process, and culture. Think of yourself as the architect for how humans adapt to new realities within the business. This role sits right at the heart of our transformation office, working closely with programme directors, technology leads, and business unit heads. You'll be translating complex project plans into clear, actionable readiness strategies that your team then executes. When you do this well, our projects hit their adoption targets, benefits are realised, and our colleagues feel supported, not overwhelmed. If it's not done well, we see resistance, missed benefits, and frustrated employees—which, frankly, costs us a lot of money and goodwill. The challenge is juggling multiple priorities, influencing without direct authority, and dealing with 'change fatigue' across the organisation. The reward, though, is seeing massive, positive shifts in how our business operates and how our people work. View
Level 5 Senior Change Strategist The Senior Change Strategist leads the end-to-end change management work for specific projects, usually small to medium-sized ones, or a significant workstream within a larger programme. You'll be the go-to person for making sure our people are ready, willing, and able to embrace new ways of working, new systems, or new structures. This role sits right at the heart of our transformation efforts, making sure that the fancy new tech or process actually gets used and delivers the benefits we're expecting. When you do this job well, projects land smoothly, people feel supported, and the business sees real value from its investments. If it's not done well, you'll see resistance, low adoption, and projects that technically 'go live' but don't actually change anything for the better. The tricky part is navigating the politics and emotions that come with any big change. The reward? Seeing your plans make a tangible difference to how thousands of people work every day, and knowing you helped them through a tough patch. View
Level 5 Senior Continuous Improvement Manager The Senior Continuous Improvement Manager is here to lead the charge on making our operations smoother, faster, and more effective. You'll pick up complex business problems, dig deep into the current processes, and then design and implement real, lasting improvements. This isn't about small tweaks; it's about tackling entire workstreams that genuinely move the dial for the business. Your work will sit right at the heart of our operational teams and the strategic objectives of the company. You'll translate high-level business goals into actionable process changes, working with everyone from frontline staff to department Directors. When you do this well, we save money, serve customers better, and make everyone's day-to-day work a bit less frustrating. When it's not done right, well, we keep wasting time and money, and projects stall. The tricky part is often getting people to change how they've always done things, even when your data clearly shows a better way. The reward, though? Seeing your redesigned process go live and actually make a difference, knowing you've made a tangible impact on how we operate and often, on the bottom line. View
Level 5 Senior Continuous Improvement Specialist The Senior Continuous Improvement Specialist is here to lead the charge on tricky, cross-functional projects that make our business run smoother and faster. You'll be the one who figures out why things are broken, designs a better way, and then actually gets people to adopt it. This isn't just about theory; it's about real, tangible improvements that hit our bottom line and make life easier for our teams. You'll work at the intersection of operational teams and strategic goals, translating messy day-to-day problems into clear, actionable solutions that Finance, Operations, or Product can actually use. When you do this well, we'll see things like customer complaints drop, costs come down, and our teams feel less frustrated. If it's not done right, we'll keep throwing money at symptoms, and our people will just get more cynical about 'change programmes'. The challenge here is less about the technical stuff (you'll know that inside out) and more about the people—getting everyone on board when they're busy and resistant. The reward? Seeing a process you've redesigned actually work, making a real difference to thousands of colleagues or customers. View
Level 5 Senior Cultural Change Director As a Senior Cultural Change Director, you'll be leading specific workstreams within larger transformation programmes. This means you'll design, plan, and deliver the people-side of change for a particular business unit or critical initiative. You're not just executing; you're often building the change plan from scratch, figuring out what needs to happen to get people on board and keep them there. Your work directly impacts whether our big strategic bets actually pay off. If you do this well, new systems get adopted quickly, new ways of working become the norm, and colleagues feel supported rather than overwhelmed. If it goes wrong, we're left with expensive systems nobody uses, frustrated teams, and a lot of wasted effort. The tricky part is navigating resistance and apathy, often without direct authority over the people you're trying to influence. The reward, though, is seeing tangible shifts in how people work, making a real difference to their daily lives and the company's success. View
Level 4 Senior Digital Change Coordinator As a Senior Digital Change Coordinator, you'll own the end-to-end change strategy for specific, smaller projects or significant workstreams within larger transformation programmes. This means you're not just executing a plan; you're designing it, adapting it, and making sure it actually lands with our people. You'll work at the intersection of our tech teams and the business users, translating complex system changes into clear, compelling reasons for adoption. When you do this well, our new digital tools get used quickly and effectively, meaning we see the benefits we paid for. If it's not done right, people stick to old ways, productivity drops, and we've essentially wasted money on technology no one wants to use. The tricky part is often getting people to change their habits, even when the new way is better. The reward, though? Seeing a whole department seamlessly switch to a new system because of your efforts – that's genuinely satisfying. View
Level 5 Senior Digital Change Director The Senior Digital Change Director is responsible for designing and executing the entire change plan for a single, complex digital project. Think of it as taking a new piece of software or a big process overhaul and making sure everyone in the business actually understands it, wants to use it, and can use it. You'll be working at the sharp end, translating the tech team's brilliant new system into something that makes sense and feels useful for the people who'll live with it every day. When you do this job well, projects don't just 'go live'; they actually 'land'. People adopt the new ways of working quickly, helpdesk calls about 'how do I do X?' drop, and the business starts seeing the benefits it paid for. If it's not done well, you end up with expensive tech nobody uses, frustrated employees, and a lot of wasted effort. The challenge, frankly, is getting people to change their habits, especially when they've been doing things one way for years. The reward? Seeing a tangible difference in how people work and knowing you've genuinely helped the business move forward. View
Level 5 Senior Global People Change Director The Senior Global People Change Director is responsible for owning and driving the people-side of change for major global transformation programmes. You'll make sure that when we roll out a new system or process, our colleagues actually use it, understand it, and see the benefit. This directly impacts our ability to realise the financial benefits of these huge investments. You'll sit right at the intersection of our business functions and the technology teams, translating strategic objectives into practical plans that help our people adapt. When you do this well, projects hit their ROI targets faster, employees feel supported, and the business runs smoother. Get it wrong, and we'll have expensive systems nobody uses, frustrated teams, and a lot of wasted effort. Honestly, the challenge is getting everyone on board when they're already busy, often sceptical, and sometimes just plain resistant. The reward? Seeing your work genuinely make a difference to thousands of people, helping them thrive through significant organisational shifts, and knowing you've been a key part of our strategic success. View
Level 5 Senior International Change Strategy Director The Senior International Change Strategy Director is responsible for making sure our big, new initiatives actually land well with people, especially across different countries. You'll own the end-to-end change strategy for medium-sized projects – things like rolling out a new system in Germany or completely re-doing a core process for our customer service teams in Asia. Your job is to make sure people are ready, willing, and able to adopt new ways of working, not just telling them what's coming. This role sits right at the heart of our transformation programmes. You'll be the bridge between the project team building the 'what' and the employees who have to live the 'how'. You'll translate complex technical changes into clear, compelling reasons for people to get on board. When you do this well, projects deliver their promised benefits, people feel supported, and our business actually transforms. If it's not done well, we waste money, people get frustrated, and we end up back where we started, or worse, with a half-baked solution no one uses. Honestly, the tricky part is dealing with resistance – it's always there, just in different forms. The reward? Seeing a new process or system go live and knowing you helped thousands of people adapt and thrive. That's a pretty good feeling. View
Level 5 Senior Lean Six Sigma Manager The Senior Lean Six Sigma Manager leads significant, often cross-functional, process improvement projects from start to finish. You'll be the one taking a business problem, breaking it down with data, and then building a solution that actually sticks. This role sits right at the heart of our efforts to make things work better, faster, and with less waste. You're not just advising; you're driving the change. When you do this well, we see real money saved, happier customers, and less frustration for our colleagues. If you get it wrong, projects can stall, people get cynical about 'change programmes', and we just keep doing things the inefficient way. The tricky part is navigating the politics and getting people to truly adopt new ways of working, even when the data clearly shows it's better. The reward, though? Seeing a process go from chaos to calm, knowing you made a tangible difference to how the business runs. View
Level 4 Senior Organisational Change Assistant The Senior Organisational Change Assistant leads specific workstreams within larger transformation programmes. You'll take ownership of getting a particular group of people ready for a new system or process, making sure they understand it, are trained, and actually use it. This isn't about just sending emails; it's about deeply understanding the impact on people and crafting a plan to help them through it. Day-to-day, you'll be at the intersection of project delivery and employee experience, translating technical changes into human-centric actions. You'll work closely with project managers, business leaders, and frontline staff. When you do this well, people feel supported, adoption rates go up, and the business actually gets the value it expects from its investments. If you don't, well, people get frustrated, revert to old ways, and the project becomes an expensive failure. Truth is, the challenge is often dealing with resistance and getting different parts of the organisation to play nicely. The reward, though? Seeing a new way of working genuinely take hold and making people's jobs easier (eventually!). You'll be making a real, tangible difference to how thousands of people do their jobs. View
Level 5 Senior Organisational Change Practitioner The Senior Organisational Change Practitioner is all about making sure our big transformation projects actually work for the people involved. You'll be designing and running the change strategy for specific workstreams within larger programmes, making sure that when we roll out a new system or process, our colleagues are ready, willing, and able to use it. This isn't just about sending out emails; it's about understanding the human side of change, dealing with resistance head-on, and coaching managers to lead their teams through tough transitions. Your work directly impacts whether a multi-million-pound investment actually delivers its promised benefits. Get it right, and we see productivity soar, happier employees, and a real return on our investment. Get it wrong, and we're left with expensive systems nobody uses, frustrated staff, and projects that fail to meet their goals. The tricky part is navigating the politics and emotions that come with any big change. The reward, though, is seeing people genuinely embrace new ways of working and knowing you've made a tangible difference to their daily lives and the company's success. View
Level 5 Senior Organisational Change Specialist The Senior Organisational Change Specialist leads the end-to-end change plan for specific, medium-sized transformation projects. You'll be the one designing how we get people ready for new ways of working, making sure they understand why it's happening, what's in it for them, and how to actually do it. This role sits right at the heart of our project delivery, ensuring that the technical solutions we build actually get adopted and used effectively by our teams. You're not just 'doing comms'; you're shaping the human side of change. When you do this job well, projects land smoothly, people feel supported, and we see the real benefits of our investments much faster. If it's not done well, we end up with great tech that nobody uses, frustrated employees, and wasted money. The tricky part is navigating the politics and resistance that naturally come with change, often without any direct authority. The reward? Seeing a whole department successfully embrace a new tool or process, knowing you made a real difference to their working lives. View
Level 3 Stakeholder Engagement Specialist The Stakeholder Engagement Specialist is here to make sure our transformation projects stick. Day-to-day, you'll be figuring out who's affected by a change, what they need to know, and how to get them on board. Frankly, it's about making sure people don't just 'do' the new thing, but actually 'want' to do it. You'll sit right between the project delivery teams and the business units, translating technical changes into real-world impacts and helping people navigate the often-messy journey of change. When you do this well, projects land smoothly, people adopt new ways of working quickly, and we see the benefits we planned for. Get it wrong, and projects get stuck, people resist, and we end up wasting a lot of time and money. The tricky part is that people don't always like change, even if it's good for them. You'll be dealing with a lot of emotions, from excitement to outright frustration. The reward? Seeing a new system or process successfully embedded, knowing you helped hundreds of people feel less stressed and more capable through a big shift. It's genuinely satisfying when you see a team go from dreading a change to embracing it. View
Level 3 Strategic Change Manager The Strategic Change Manager (L2) is all about making change real for a specific part of the business. You'll take the broader transformation plans and translate them into practical steps for a particular team or function, like Finance moving to a new ERP system or Sales adopting a different CRM. Your main job is to help people understand what's happening, why it matters to them, and how they'll actually do their jobs differently. This role sits right in the middle of the action, often working directly with the teams whose worlds are changing. You'll be the bridge between the project team building the new thing and the employees who have to use it. If you do this well, people will feel supported, understand the new processes, and actually start using the new tools or ways of working. If you don't, well, people will get frustrated, find workarounds, and the whole transformation effort could just fizzle out, wasting a lot of time and money. The challenge? Getting people to let go of old habits and embrace the new, especially when they're already busy. The reward? Seeing a team genuinely adopt a new, better way of working and knowing you helped make that happen. View