Senior Business Project Manager, Finance

More than a traditional project management role

This is not a conventional project manager position. You will be responsible for helping ensure the quality of the outcome, not simply the completion of tasks, plans, or project documentation.

You will support work from initial definition and discovery through design, mobilisation, execution, transition, adoption, and benefits realisation. You will develop an effective understanding of underlying processes, data, controls, operating model, and enabling technology, and use that insight to partner with colleagues, test assumptions, and shape practical delivery recommendations.

Working across Finance, Technology, and other enterprise functions, working with multidisciplinary teams whose members may not report directly to you. You will create clarity in ambiguous situations, maintain momentum through uncertainty, and provide, balanced advice when the evidence does not support the preferred direction.

Success will be measured by whether initiatives achieve their intended business outcomes and leave behind sustainable processes, adopted change, stronger capability and the benefits set out from the start.

What you will do

As a Senior Business Project Manager, you will:

• Manage end-to-end delivery of strategic Finance initiatives, from definition and discovery through implementation, transition, and benefits realisation.

• Translate Finance priorities into a clear delivery plan covering outcomes, scope, measures, milestones, resources, dependencies, costs, and decisions.

• Support and co-ordinate structured discovery across process, people, data, controls, technology, customer experience, and operating model, separating evidence from assumptions and inherited practice.

• Analyse root causes, risks, constraints, trade-offs, and opportunities, and prepare concise options, recommendations, business cases, and decision materials to support senior stakeholders.

• Apply the principles of eliminate, simplify, standardise, and automate, challenging activity that reproduces legacy complexity or digitises inefficient work.

• Contribute to practical future-state processes and operating arrangements that consider roles, automation, data, controls, skills, service experience, and operational resilience together in partnership with functional subject matter experts.

• Create and maintain an integrated delivery plan, establishing clear ownership and agreeing specific commitments across Finance, Technology, and contributing teams.

• Maintain momentum through active follow-up, early intervention, and disciplined resolution of blockers, replanning when assumptions or circumstances change.

• Establish proportionate governance and provide transparent information on scope, progress, cost, quality, benefits, risks, dependencies, and decisions.

• Build effective working relationships across senior Finance leadership, Global Process Owners, Technology, operational teams, consulting partners, and multiple subject matter experts.

• Navigate difficult conversations with clarity and respect, influence without formal authority and help stakeholders reach decisions that support the intended outcome.

• Treat change, adoption, and capability transfer as core delivery responsibilities, ensuring the receiving organisation can operate the new process or service sustainably.

• Support the definition of measurable benefits, track value realisation and capture learning that can be reused across Finance and the wider organisation.

   

What you will bring

You will bring strong experience of managing complex Finance, technology, process, or operating-model transformation, together with the judgement, resilience and ownership needed to deliver in a global, matrixed organisation.

You will be comfortable moving between delivery context and project detail. You will know how to create structure from ambiguity, build an objective evidence base, challenge constructively and stay focused when progress becomes difficult.

You are likely to have:

• Demonstrated success managing significant transformation initiatives from definition through implementation, adoption, and benefit realisation.

• Strong project or programme management capability across scope, planning, resources, cost, quality, risk, governance, and delivery.

• Strong business analysis capability, including discovery, evidence gathering, root-cause analysis, option development, and recommendation writing.

• Experience of process transformation and future-state operating model design, with the ability to connect people, process, data, controls, technology, and customer experience.

• Experience working across complex organisations, multiple geographies, and multidisciplinary teams without relying on direct authority.

• Ability to work confidently with senior leaders and governance forums, supported by clear written communication, strong facilitation, and sound judgement under pressure.

• Experience of operational transition, change adoption, capability transfer and benefits realisation.

• A bachelor's degree in Business, Finance, Technology, Transformation or a related discipline, or equivalent relevant professional experience.

• A recognised project, programme, business analysis, or change-management qualification or demonstratable experience.

• Strong written and spoken English.

Experience in Finance operations, accounting services or Finance systems would be valuable, as would exposure to ERP, EPM, data platforms, workflow, automation, process intelligence, or AI-enabled transformation.

What will make you stand out

The strongest candidates will combine delivery discipline with genuine curiosity about how the business works. You will look beyond visible project activity to understand the underlying, processes, data, controls, technology, and operating context.

You will be able to form an evidence-based view and express it with confidence and respect. You will know when to persist, when to adapt and when to escalate, while keeping stakeholders aligned around the intended outcome.

You will also understand that project completion is not the same as value realisation. You will focus on whether the change is adopted, whether the receiving organisation can sustain it and whether the promised improvement in cost, capacity, control, service, experience, or decision quality is evidenced.

Above all, you will take ownership for turning delivery intent into practical, well-governed and sustainable outcomes.