Requirements

• 7–8 years of experience combining management consulting and operational/line experience
  
• At least 3 years at a top-tier consulting firm (PwC, EY-Parthenon, Deloitte S&O, KPMG) or equivalent
  
• At least 2 years in a line role, transformation role, or operating role inside a business, not advisory-only
  
• Demonstrated experience delivering transformation or large-scale change initiatives end-to-end, including managing through organisational resistance
  
• Financial services exposure, preferably in asset management, banking, pensions, or adjacent sectors
  
• Direct experience working with senior executives; confident holding ground at MD and C-suite level
  

• Transformation initiative delivery. Own the execution rigor on a CEO-prioritized subset of BU-owned transformation initiatives. This includes structuring the initiative into deliverable workstreams, establishing milestones and tracking cadence, diagnosing execution bottlenecks as they emerge, and driving resolution. The holder does not own the initiative (the BU does) but is accountable for the quality and pace of execution discipline applied to it.
  

• Problem-solving and solution design. When an initiative stalls, the holder diagnoses root cause (whether capability, resourcing, political, or design) and works with BU counterparts to build a workable path forward. This requires consulting-grade problem structuring applied in an operating environment where the holder has no positional authority and cannot simply recommend; they must land.
  

• BU engagement and accountability. Work directly with BU initiative leads and sponsors to maintain momentum. Hold BU counterparts to commitments on timelines, data provision, and resourcing, escalating only when organic traction has been exhausted. The holder’s standing comes from the quality of their contribution and the credibility of their judgment, not from hierarchy.
  

• Portfolio monitoring and reporting. Maintain a clear, honest view of the transformation portfolio — what’s on track, what’s drifting, and what should be escalated or killed. Prepare portfolio updates for the Head of Strategy & Transformation and for CEO-level reviews. The holder is expected to call problems early and honestly, not to present optimistic narratives.
  

• Transformation methodology and tools. Bring and adapt structured transformation approaches — initiative charters, milestone frameworks, risk and dependency tracking, benefits realization — appropriate to ARM’s operating context. Avoid imposing heavyweight methodology for its own sake; the standard is what accelerates delivery, not what produces the most documentation.
  

• Capability transfer. Build transformation execution capability within BU teams over time. The long-term measure of success is not that the holder is indispensable, but that BU teams are materially more capable of executing change after working with them.