Change AND PMO Manager

Inside Ir35 - 3 days a week onsite Central London

Job Role:

As part of our client's continued growth, the Office of the COO is driving a broad portfolio of operational and change initiatives, including work on the firm's organisational design and Target Operating Model (TOM).

Reporting to the Chief Operating Officer, this interim role provides senior project management, PMO and change support to the COO. The successful candidate will drive the follow-through on actions, produce board and leadership-quality materials, and bring PMO discipline to a fast-moving agenda, so that initiatives are delivered consistently to agreed time, cost and quality. This is a hands-on delivery role operating close to the top of the organisation.

Responsibilities:

• Own the action tracker: capture, chase and close out actions arising from the COO’s meetings, forums and the leadership team, maintaining it as the accurate, single source of truth so that nothing falls through the cracks.
• Produce clear, executive-quality presentations for board, leadership and stakeholder audiences, often turning rough thinking into a structured narrative at pace.
• Bring PMO structure and discipline to organisational design and Target Operating Model initiatives, including workstream planning, RAID/risk management, milestone tracking, dependency management and status reporting.
• Provide hands-on project management, managing the delivery of appropriate projects and workstreams as necessary based on resourcing levels.
• Prepare the COO for key meetings by assembling briefing packs, pre-reads and talking points.
• Facilitate effective and efficient governance and steering meetings, including:
  • Collaborating with colleagues in advance to ensure the relevant artefacts are of sufficient quality.
  • Sending pre-read documents at least 48 working hours in advance.
  • Facilitating the meeting itself, capturing decisions and actions.
  • Post meeting; communicating decisions in a timely manner and ensuring all relevant documents are stored.
• Maintain a single source of truth for the COO’s portfolio of initiatives, with appropriate details including a summary status dashboard.
• Update and publish a regular scorecard that measures and reports on progress and Key Performance Indicators (including time, cost and quality) against pre-agreed targets.
• Provide leadership on delivery-related risks, ensuring mitigation strategies are in place and tracked through to closure (including a clear path to green).
• Coordinate stakeholders across the leadership team and workstream leads, acting as a trusted point of contact and keeping everyone aligned.
• Introduce lightweight tools and cadences that improve how the Office of the COO operates, fostering a culture of accountability and continuous improvement.