Interim Chief Digital and Data Officer — Delivery

A digital leader who treats reliability as the product

Members judge a bank's digital change by whether the app works on payday, and the right person for this seat has learned that, probably the hard way. You have made technology choices inside banking where waiting had a price you could count, and you have presented a contested downside to a committee chair with its consequence left plain. You know when local judgement should be kept and when it should go, and you write that boundary down so others can follow it.

You have worked in organisations with revenue of no less than $680 million, at least 1,200 people and a presence in three countries. The committee will look at your record in geographic expansion, digital transformation and professionalisation. Expansion teaches what a platform must flex for and what it must standardise; transformation speaks for itself; and professionalisation matters because a product and platform model only works when product ownership, engineering and data are run as disciplines rather than as projects. The committee looks for risk judgement at level 4, and for product delivery, data and AI governance, and architecture at scale at level 3.

Authority to protect the service

Changing a product and platform model means reorganising around customer journeys and long-lived product teams instead of projects, and moving data ownership to the people who create and use the data. Done carelessly, it breaks service. You will hold the authority to stop that happening. You will agree how digital decisions are allocated and which thresholds remain local, and decide what evidence governs spending, capacity and controls across digital and data. Which commitments go ahead is your decision; you will halt any proposal that loads cost or risk on others with nobody owning it, and decline investment cases that lack any analysis of adoption, dependencies or the downside. The shape of the digital leadership team and the way issues climb are also yours to approve, and you will settle conflicts with the business before money is committed. Country leaders will be heard, but a commitment can end before all of them agree, and you will be accountable for the full 12 months.

The year, journey by journey

By day ninety, a service reliability baseline should be agreed for the critical customer journeys, and product and data ownership set for the platform change. By month nine, the new product and platform model should be live for the priority journeys, with reliability held at or above the baseline throughout the change. By month 12, the change should be complete for the agreed journeys, with data ownership and reliability reporting built into how teams work rather than bolted on.

From the committee chair to the full board

It begins in week 1, with an off-the-record conversation by video with the Technology Committee Chair. Two weeks later, in week three, the Regional President will work through with you how platform change lands in the markets. Week five means a meeting in person with senior leaders from across the business, and week 7 a meeting with the full board. We will write to you with our view of each stage no later than five working days afterwards.