Head of Change

Starting salary £70,000.00 per annum, subject to experience

Monday to Friday 8:45am - 5:00pm (36.25 hours per week)

Hybrid working, at least 2 days per week from our Head Office (Cambridge)

Come and join a thriving independent mutual, where your contribution will help our customers.

Join The Cambridge Building Society as our Head of Change and play a key role in shaping and delivering transformational change across the organisation. In this senior leadership position, you'll oversee a portfolio of strategic projects, develop our change management framework, and lead a talented Change team to deliver business improvements that support our long-term ambitions.

We're looking for an experienced change leader who can build strong relationships across the business, confidently manage priorities, risks and resources, and bring people together to successfully deliver change. Experience leading complex projects and influencing senior stakeholders is essential, and experience within financial services would be advantageous.

This is an exciting opportunity to make a visible impact, help shape corporate strategy, and drive meaningful improvements across a values-led organisation.

Click here to view the job description to find out more and apply today.

Click here to view The Society Benefits.

• Actively monitor, support and challenge progress on projects, reallocating change team resources and
replanning dynamically if timeframes or demands shift.
• Oversee delivery of projects within the agreed portfolio, providing accurate reporting of progress, budgets,
risk and decision-making in relation to individual projects and in aggregate for the portfolio.
• Prepare and lead the presentation and discussion of key Change team reports to governance committees
including Steering Committee and Operating Committee, providing appropriate MI and considered
analysis to support decision-making and Exec-level oversight.
• Maintain awareness of projects in-flight, as well as those planned for later and emerging ideas, to identify
and manage related demands for change (e.g. multiple indicators of friction in different business areas
may suggest a need for the same change project), interdependencies between different projects, or
between projects and BAU (e.g. concurrent projects may place unsustainable demand on a particular
team to support or absorb change simultaneously).
• Ensure change management expertise is targeted to engage stakeholders, communicate effectively, track
business readiness for change, and support the adoption of change.
• Identify and raise the visibility of anticipated and realised benefits of change projects.
• Capture lessons learned from change projects and ensure learning is applied to future work.
• As a member of the Leadership team, work collaboratively across departmental boundaries, help shape
the corporate strategy, and play a key role in its execution.
• Champion our brand and values, both internally and externally.
Job descriptions are not exhaustive, and the team member may be required to undertake other duties which
are broadly in line with the above responsibilities.
K EY I NFORMATION
Role: Head of Change
Reports to: Chief Operating Officer
Grade: 2
P URPOSE
The Head of Change will help
determine the portfolio of change
projects the Society will undertake,
prioritising those to support our
strategic ambitions and overseeing
their effective delivery. Building
project management capability will be
a central part of the role, as will
embedding a clear, pragmatic
approach to change management;
engaging with stakeholders to
support the business in delivering
projects safely and effectively; and
demonstrating the benefits realised
from change projects.
Head of Change
T HE C AMBRIDGE B UILDING S OCIETY
Main Duties Within Role
• Develop and maintain the Society's portfolio of change
projects based on strategic priorities, commercial realities,
regulatory requirements and pain points across the
business.
• Manage budget and resource constraints and ensure risks
and issues are highlighted with recommendations.
• Build relationships across the Society to understand
departmental objectives as well as strategic ambitions, and
to identify and manage stakeholders' varied perspectives.
• Develop and maintain the Society's formal approach to
change management, ensuring people understand the
pathway to take project ideas through to delivery and post-
completion, and that there are effective governance
structures, processes, templates and tools to support them.
• Manage and develop the Change team, building their skills
and allocating work to capitalise on team members'
strengths and optimise their impact individually and
collectively.
• Chair Project Assurance Working Group meetings to ensure
there is consideration of risk, regulatory implications and
stakeholder involvement from projects' early stages through
to their completion.
Page
1/3

Critical Success Factors
• Understands the business, not just the methodology - works with the Leadership Team and key
stakeholders to understand strategic objectives and translates them into an impactful and manageable
portfolio of change projects.
• Shapes and maintains our Management of Change Framework to ensure our approach is pragmatic,
proportionate, understood and embedded across the business - light enough that people want to follow it,
robust enough to ensure effective governance.
• Leads the Change team, building their capability, credibility and impact so the function is valued as an
expert partner.
• Ensures structures and processes help prioritise competing demands, build stakeholder support, and
keep momentum behind the agreed schedule of work - without adding process for its own sake.
• Oversees delivery across the portfolio - progress, budgets, risk and decision-making - reporting clearly
to committees and stakeholders throughout the lifecycle, including honest post-project reviews and
benefits realisation reports.
• Understands and adapts calmly to the need to replan when the business or external context shifts e.g.
due to regulatory changes, economic volatility or a shift in Board priorities, and helps stakeholders
understand and work through the implications.
Page
2/3
Behaviours
• Energised by change and continuous improvement but also self-disciplined and organised to drive
through plans and avoid distractions.
• Plain-speaking. Explains risk, progress and trade-offs in terms a branch manager and a leadership team
member would both understand - prioritises clarity over jargon.
• Pragmatic. Applies the minimum governance needed to keep things safe and on track, not the maximum
available.
• Comfortable with difficult conversations. Can navigate between different stakeholders' perspectives and
work to build consensus or acceptance with fair, transparent reasoning.
• Builds trust so that subject matter experts and the Leadership team believe it's ultimately easier and safer
to deliver change projects effectively with the support of change team resources.
• Outcome-focused, judges success by the changes embedded and the impact delivered.
• Developmental leader. Invests in growing the team's skills and reputation as well as the organisation's
capability.

Job Holder Signature
Essential Qualifications, Skills & Experience
• Educated to degree level or equivalent.
• PRINCE2 or similar project management qualification along with a depth of personal experience of
leading significant change projects.
• Strong influencing, leadership and team-building skills and experience of leading high performing teams.
• Resilience to maintain focus on the desired outcomes; maintaining momentum and pace of delivery under
pressure.
• Highly organised with strong planning, organisational and time management skills.
• High degree of integrity and commitment.
• Proven ability to collaborate with peers and wider stakeholders across organisational boundaries to drive
results.
• Excellent prioritising and organisational skills.
• Ability to make key decisions in pressure situations.
• Experience working within regulated financial services is desirable.
Page
3/3
Regulatory Requirements
• Oversees risk management across the change portfolio and ensures significant risks and issues
(including notifications of proposed material IT change / potential for consumer harm) are escalated
promptly through the appropriate committee structure and, when required, via the CRO to the PRA/FCA.
• Ensures regulatory reporting and compliance requirements are upheld e.g. delivery of projects in
response to regulatory changes, audit or compliance findings.
• Ensures change activity considers Consumer Duty, operational resilience, and relevant conduct risk
requirements as standard practice.
• Ensures change governance provides an audit trail sufficient for regulatory scrutiny, without becoming
disproportionate to the risk or scale of each project.
• This role is in scope of the Certification Regime