Interim Infrastructure Finance Lead — Capital Programme Prioritisation

Deliver a financeable investment sequence

The mandate concludes with an approved, financeable capital sequence, dependable reporting and named ownership of outstanding risks. Spending and funding commitments remain subject to delegated authority and board approval where required. Success will be judged by decision quality, forecast reliability and improved control of commitments, rather than by indiscriminate reductions in expenditure or a temporarily improved cash balance obtained at the expense of asset condition.

Establish commitments before ranking proposals

Begin by assembling a reliable view of committed, proposed and unavoidable expenditure. Identify contractual obligations, safety and service requirements, maintenance needs and discretionary growth projects. Reconcile project budgets with procurement commitments and forecast cash timing so that apparent headroom is not based on incomplete records.

Choose and maintain the sequence

Assess projects for affordability, delivery readiness, dependencies and the consequences of delay. Develop options for phasing or reducing scope without disguising the operational trade-offs. Bring forward decisions where cancellation or deferral has a lower cost than continued indecision. Coordinate with treasury on borrowing availability and with operations on the resources required to execute approved work.

Run the agreed investment review cadence, improve proposal quality and maintain a transparent record of approvals and conditions. Monitor changes in forecast cost, timing and benefits, escalating material departures through the proper route. The leader must prevent approval from being treated as an unlimited licence to spend after circumstances change.

Practical capital leadership required

Applicants should have led finance for infrastructure, major assets or substantial capital portfolios. They must show experience balancing constrained funding against operational requirements and converting analysis into implemented choices. Strong financial modelling and cash management are essential, as is the ability to challenge project optimism without undermining technical expertise.

Candidates need evidence of working effectively with senior operational leaders and of developing finance colleagues who can sustain the process after the interim assignment.