Director of Re-Engineering Business Change & Transformation - M&G plc.

About the role

Our purpose is to give everyone real confidence to put their money to work. With a heritage dating back more than 175 years, we have a long history of innovation in savings and investments, combining asset management and insurance expertise to offer a wide range of solutions. Our two distinct operating segments, Asset Management and Life, work together to provide access to balanced, long-term investment and savings solutions. Through telling it like it is, owning it now, and moving it forward together with care and integrity; we are creating an exceptional place to work for exceptional talent. We will consider flexible working arrangements for any of our roles and also offer work place accommodations to ensure you have what you need to effectively deliver in your role. The Role The Director of Re-Engineering is responsible for the delivery of a multi-year, NDA-sensitive process transformation programme, accountable for defining and delivering process transformation, re-engineering and automation across the programme. The role requires a strong bias to action, comfort making decisions in ambiguity, and the ability to understand existing processes, the challenges, the business needs, determine automated solutions and to translate these solutions into clear measurable deliverable plans. Working with the Life Director of Integration, this role provides a single point of enterprise accountability for shaping and delivering process re-engineering and automation across multiple portfolios, functions and operating models. This role is about building permanent, in-house expertise and capabilities. Key Responsibilities Success in this role is demonstrated through clear, accountable ownership at the enterprise level, ensuring outcomes are delivered with confidence. This includes the implementation of streamlined, automated processes that drive efficiency, while consistently achieving pre-defined customer and business outcomes. Success is also reflected in a strong understanding and proactive management of workforce and process impacts, alongside a disciplined focus on reducing, rather than increasing, enterprise complexity. Establish a fully functioning process re-engineering team to support the Life business Responsible for defining and delivering process transformation, re-engineering and automation across the Programme Establish criteria for identifying and assessing potential candidates for process automation Drive measurable improvements in core operational and process metrics by determining OKRs and KPIs with respect to the performance of processes Act as a primary change agent, securing buy in and coaching of Senior stakeholders with respect to process re-engineering and automation Sets intent, optimisation & trade-offs, and makes decisions across cost, risk, pace and workforce impact Establish standardised approach to analysing processes across the programme, demonstrating Produce clear 'To Be' process and road map, work with the business to agree a standardised process Responsible for working with technology to determine the appropriate tooling Key Knowledge, Skills & Experience Our ideal candidate is a self-starter with a strong bias to action, confident in making high-quality decisions even with incomplete data. You take full ownership of outcomes end-to-end, acting decisively without waiting for permission, and consistently cut through complexity to drive momentum and delivery. You quickly build trust and credibility with senior stakeholders, balancing pace with sound judgement, particularly in high-stakes environments. Bringing strong cross-functional gravitas, you are adept at aligning senior leaders across Life, Finance, Procurement, Technology, Legal, Risk and HR to deliver integrated, enterprise-wide solutions. Proven experience leading complex, enterprise-wide change and integration across multiple functions, translating strategy into operational reality at pace Strong track record of re-designing, improving and automating process change having led large-scale programmes that deliver measurable improvements in customer and adviser experience Strong commercial judgement and analytical capability, with clear accountability for outcomes across large most complex programmes within a large organisation Credible operator at MD, ExCo and Board level, able to represent digital and operational priorities in CEO, CTO and Board forums, contribute to board updates, and influence strategic decisions Demonstrated ability to lead and deliver at scale without direct line ownership of large teams, building alignment across propositions, operations, and technology without duplication or overlap Proven ability to own outcomes end-to-end, make decisions with imperfect information, and take decisive action in complex, ambiguous environments Experience leading or supporting large-scale insourcing and outsourcing transitions, with a background in financial services or similarly regulated sectors is highly desirabl

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