Technology Performance Manager

Business Introduction GSK remains committed to achieving bold commercial ambitions for the future. By 2031, we aim to deliver £40 billion in annual sales, leveraging our existing strong performance momentum to significantly increase our positive impact on the health of billions of patients globally. Our Ahead Together strategy is centred on early intervention to prevent and alter the course of disease, thereby protecting people and supporting healthcare systems. Our diverse portfolio consists of vaccines, specialty medicines, and general medicines. Through continuous innovation and a dedicated focus on scientific and technical excellence, we strive to develop and launch new, groundbreaking treatments that address critical health challenges. Job Purpose  The Technology Performance Manager operates the DPTF performance framework, defining and maintaining the delivery, service and technology metrics through which the function measures how well it runs. The role measures delivery against commitments, tracks service performance, availability and SLA attainment, and produces the executive performance reporting on which leadership relies. Its scope is how the technology estate and its delivery are performing, distinct from whether investments have returned their expected benefit. Improvement against the metrics is owned in the platform and product domains. This role makes performance visible, identifies trends, risks and improvement opportunities, and coaches and challenges domain leadership against the commitments they have made. It works with the Strategic Supplier Manager where services span internal teams and partner-delivered capability, and with the Portfolio Value Realisation Manager so that performance and value are read together. Key Responsibilities Describe the key deliverables to be achieved by the post holder and the ongoing responsibilities of the role •        Define and maintain the delivery, service and technology metric set for DPTF within the performance framework, ensuring metrics measure outcomes rather than activity, with agile maturity and flow measurement owned by the Senior Principal, Agile CoE as instruments of delivery method. •        Measure delivery performance against committed scope, dates and OKRs, making variance visible at both domain and function level. •        Track service reliability, availability and experience using SLOs, error budgets and flow metrics across the technology estate, including services delivered by partners. •        Produce the executive performance reporting pack for DPTF leadership, presenting a consistent and evidenced view of how the function and its domains are performing. •        Identify performance trends, emerging risks and improvement opportunities, and bring them to the domains and to governance with supporting evidence. •        Coach and challenge platform and domain leadership on performance, and own performance-improvement plans to closure where a metric breaches threshold, escalating to governance where improvement stalls, with delivery of actions in the domains. •        Work with the Strategic Supplier Manager to assess end-to-end performance where delivery and service span internal teams and supplier-provided capability. •        Ensure performance data is complete, accurate and comparable across domains, setting the measurement standards that federated Domain Portfolio Managers and platform teams apply. •        Build and maintain performance dashboards, so leadership can self-serve current performance information. •        Partner with the Portfolio Value Realisation Manager so that delivery and service performance is read alongside benefit realisation, not separately from it. •        Use AI and analytics to automate performance data collection, trend d