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.

Director of Enterprise Integration

The Role: M&G Life covers over 5 million customers with more than £300 Bn invested across all of its products and wrappers, and has an ambitious growth plan for 2025 and beyond. M&G Life operations work with a number of partners including Equiniti, Diligenta, Waystone, Paragon, Willis Towers Watson, as well as M&G Global Services supporting our in-house operation.

Role Overview:
The Director of Enterprise Integration is the single enterprise owner of a major, multi-year transformation, accountable for defining what the organisation is changing, why it is changing, and how enterprise-level trade-offs are made.
Operating ahead of delivery portfolios, this role owns enterprise intent, optimisation, commercial posture and workforce economics, ensuring complex change is translated into clear, binding decisions. Execution is delivered through existing portfolios, enabled by portfolio leadership, standards and sequencing; ownership of outcomes remains with this role.
This is not a delivery or portfolio director role. Success is achieved through decisive enterprise leadership, ownership of ambiguity and accountability for outcomes, rather than direct control of delivery teams.
The role requires a strong bias to action, comfort making decisions in ambiguity, and the ability to translate complexity into clear plans and outcomes at pace.
Working with the Life Chief Transformation officer, this role provides a single point of enterprise accountability for shaping and integrating complex transformation activity that cuts across multiple portfolios, functions and operating models.

The role:

*• Owns enterprise outcomes, not delivery execution
*• Sets intent, optimisation and trade-offs, not delivery plans
*• Makes binding enterprise decisions across cost, risk, experience, pace and workforce impact
*• Delegates execution once scope, outcomes and guardrails are agreed
*• Holds portfolio leaders to account for outcomes without owning their teams
*Acts as the COO senior digital product owner where required to enable the strategy

This is not a Portfolio Director role. Success is achieved through ownership, influence and decisive leadership, not scale of direct resources.

Key Accountabilities
Enterprise Change Integration
*Accountable for crystallising enterprise success criteria and outcomes for a complex transformation spanning commercial negotiation, workforce transition, digital enablement and operational readiness.
*Owns enterprise-level decisions, trade-offs and consequences.
*Acts as the named owner for transformation outcomes by the CTO.

Workforce Economics & Change Impacted FTE Visibility
*Owns the enterprise view of change-driven workforce economics (not BAU headcount).
*Provides clear today-vs-tomorrow workforce impact views.
*Explicitly links commercial decisions to FTE movement, capability shifts and cost outcomes.
*Influences workforce decisions through evidence and enterprise clarity, not line authority.

Commercial Negotiation & Executive Interface
*Hold full autonomy for negotiation strategy and execution with strategic partners
*Lead senior level engagement with external partners
*Act as the primary interface with ExCo and Board stakeholders on negotiation progress
*Work closely with the Chief Transformation Officer to ensure full preparation for Board and ExCo decision making
*Balance commercial rigour with long term enterprise outcomes

Portfolio Influence & Delegated Authority
*Delegates agreed outcomes into delivery portfolios once intent and guardrails are set.
*Holds portfolios to account for delivery of agreed enterprise outcomes.
*Escalates, resolves and unblocks issues at enterprise level.

Digital Product Leadership
*Acts as senior business digital product owner where required.
*Makes clear product decisions to enable enterprise workforce and commercial strategy.

What Success Looks Like
*A single, trusted enterprise owner is accountable for outcomes.
*Trade-offs are explicit, timely and well-governed.
*Workforce and commercial impacts are clearly understood and managed.
*Delivery portfolios execute with clarity and without duplication.
*Enterprise complexity is reduced, not amplified.

Essential Experience & Capability
*Enterprise-scale transformation leadership: Proven experience leading complex, enterprise-wide change and integration across multiple functions, translating strategy into operational reality at pace.
*Operating model, workforce & economics expertise: Deep understanding of enterprise operating models, workforce economics, and change-driven FTE movement, with the ability to orchestrate enablers across COO, Technology, Finance, Risk, and HR.
*Digital strategy and delivery accountability: Strong track record of designing and executing digital strategies and large-scale programmes that deliver measurable improvements in customer and adviser experience.
*Commercial, analytical and outcome-focused: Strong commercial judgement and analytical capability, with clear accountability for outcomes across one of the organisation’s largest and most complex programmes.
*Senior stakeholder influence: 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.Delivery through influence: 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 o