Director EUIT, Finance Product Impact, Value and Portfolio

The Director, Finance Product Impact, Value and Portfolio is accountable for proving and growing the value delivered by all 17 Finance IT products across Core Finance and Finance Planning and Analytics. This role owns product health and maturity measurement, value-realisation and benefits tracking against the run-cost bridge, the product portfolio and demand pipeline, product craft standards, and the single in-house performance scorecard for AI agents and partner delivery pods. Reporting to the Executive Director, Finance IT, and leading a team of four, the Director gives the leadership team the evidence needed to decide where to invest, sustain, consolidate or retire, and to confirm that the product-and-platform operating model is delivering outcomes, not just activity. Central to the role is making the true value of IT visible and credible to the business; recognising IT not merely as a cost to be contained but as a driver of capacity, speed, quality, control and competitive advantage for the Core Functions and translating that value into hard outcomes, including a measurable productivity saving of at least 10% for each function served. The Director partners closely with the two Product Line Leads, the Senior Director Product Design and Solutions, the Director Transformation and Product Experience, senior Finance business leaders, strategic partners, Procurement, and Central Technology Risk and Data Governance to maximise value and innovation in a product-centric organisation.     Key Responsibilities   Value Realisation and Benefits Tracking: Define and run the value-measurement discipline across all 17 products, tracking benefits against the run-cost bridge ($20.0M today to the $15.0M plan of record and the $13.5M stretch aim). Report the value of agents that run IT itself and of agents that serve the business separately, never netted. Own the target of delivering a 10% productivity saving for each Core Function releasing time, effort and spend to be reinvested in higher-value work and evidence it product by product alongside the run-cost bridge, so the function sees a clear, auditable return on its IT investment.   • Product Health and Maturity: Maintain one consistent health and maturity view of every product, covering adoption, quality, user experience, run cost and control health. Trigger intervention with the Product Line Leads where a product falls below threshold, and keep the evidence base current for leadership and gate reviews.   • Portfolio and Demand Management: Own the portfolio and demand pipeline and keep prioritisation honest. Recommend which products to invest in, sustain, consolidate or retire, and support the phased launch of the 17 products.   • Agent and Pod Performance Scorecard: Own the single scorecard for AI agents and partner delivery pods, covering accuracy, deflection, Service-Level Agreement and Experience-Level Agreement performance, and cost. Provide the evidence for the agent governance plane and for the two-of-four pause criterion at each phase gate.   • Product Craft and Standards: Raise product-management craft across Product Owners and Product Analysts through standards, playbooks, coaching and a graduate pipeline, so that every product team operates to a consistent, defensible bar.   • Team Leadership: Lead and develop a high-performing team of four, comprising two Value Measurement Leads and two Product Craft and Agent Scorecard specialists. Foster a culture of evidence, accountability and continuous improvement, and own talent development and succession planning for key roles.   • Stakeholder and Partner Management: Manage and influence the Executive Director, Product Line Leads and senior Finance business leaders on value and portfolio decisions. Hold the embedded Outsourcing partner to