RedCat Digital
Head of Client Experience Strategy & Standards
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This is a UK private bank looking after high net worth and ultra high net worth clients. Investments, lending, everyday banking, and the advice wrapped around all of it. The relationships run for decades and often across generations, which changes what good service actually means. A client here is not comparing the bank to the bank down the road. They are comparing it to the best experience they get anywhere, and they notice when it does not match.
The experience itself sits across a lot of teams. Marketing runs the events. Product and digital own the journeys and the channels. The frontline owns the relationship. Each part is decent on its own. What has been missing is one person who owns the standard across all of it, and the authority to make it stick.
They are hiring a Head of Client Experience Strategy & Standards to be that person.
Why this one is worth a look
Most client experience roles in wealth turn out to be journey mapping with a workshop and a deck at the end. This is not that.
The measure here is whether the standards get adopted and whether they move the numbers. You will be asked what a gold standard client event looks like, how the experience should differ across client segments, and then how any of it shows up commercially. That last part is where most experience functions get quietly defunded, and it is the part this role is built around.
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There is also no team to inherit. For the right person that is the appeal rather than the catch. The shape of the function, the forums, the governance and the first year of the roadmap are all yours to define.
What you will own
- The overarching client experience strategy across private banking and wealth, built with the stakeholders who have to deliver it.
- The touchpoints themselves. The frameworks, standards and design principles every team uses to build and improve experience in their own area, plus the interlocks that keep the brand consistent across all of them.
- Segment-led design. Different client groups need genuinely different experiences, not the same experience delivered twice.
- The end to end experience roadmap, orchestrated with strategy, delivery, proposition and product leads, and the cross-functional forums where the biggest gaps get solved. You will convene and chair them.
- Physical and digital alignment. Events and physical spaces with marketing and the COO team, the digital ecosystem with design, and sign off on significant experience changes.
- Embedding and measurement. Ways of working, adoption, performance outcomes, and a joint Voice of the Client strategy with the customer intelligence team. If it lives in a deck, it has not worked.
Who this suits
- You need to have designed experience for high net worth or ultra high net worth clients, or for a comparable premium audience where expectations are just as high. The moments that matter in this world are specific, and knowing what a client needs from their bank when they sell a business or come into money is not something you pick up on the job.
- You need to be credible with senior people. This role influences teams that do not report to it, so it lives or dies on whether you win hearts and minds on the frontline and hold your own in front of an executive committee. Time in a frontline or coverage role, or close to one, will help you here.
- You will be data-led. Behavioural, attitudinal and transactional insight turned into something a team can act on, with KPIs attached rather than sentiment scores quoted once a quarter.
- And the part people underestimate: you will be doing the work yourself. Running the workshop, writing the blueprint, building the pack, chasing the adoption. If you have only ever operated at the layer above that, this will be harder than it looks. If you want the strategy and the doing in equal measure, this is an amazing role.
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