Job Description

Purpose of the role

To manage change projects that help the organisation achieve its strategic objectives, while ensuring that projects are delivered on time, within budget, in control and in compliance with regulatory requirements and internal policies and procedures.

Accountabilities

Management of change projects within the organisation, ensuring that they are delivered on time, within scope, budget, and to the required quality standards.
Development and management of project plans that outline the scope, objectives, timelines, and resource requirements for change projects.
Communication with stakeholders, including senior management, project teams, and external partners, to ensure that they are informed about project progress and that their needs and expectations are being met.
Management of project teams, ensuring that they are properly resourced and that they have the necessary skills and expertise to deliver on project objectives.
Management of project budgets, ensuring that projects are delivered within the agreed budget.
Creation of reports on project progress to ensure that proposed solutions are delivered on time and within budget.
Management of project risks, ensuring that risk, assumptions, issues and dependencies are identified, assessed, and mitigated as necessary.
Facilitation of change management activities, including training and communication, to ensure that change projects are successfully implemented and embedded in the organisation.

Director Expectations

To manage a business function, providing significant input to function wide strategic initiatives. Contribute to and influence policy and procedures for the function and plan, manage and consult on multiple complex and critical strategic projects, which may be business wide..
They manage the direction of a large team or sub-function, leading other people managers and embedding a performance culture aligned to the values of the business. Or for an individual contributor, they lead organisation wide projects and act as deep technical expert and thought leader, identifying new ways of working and collaborating cross functionally. They will train, guide and coach less experienced specialists and provide information affecting long term profits, organisational risks and strategic decisions..
Provide expert advice to senior functional management and committees to influence decisions made outside of own function, offering significant input to function wide strategic initiatives.
Manage, coordinate and enable resourcing, budgeting and policy creation for a significant sub-function.
Escalates breaches of policies / procedure appropriately.
Foster and guide compliance, ensure regulations are observed that relevant processes in place to facilitate adherence.
Focus on the external environment, regulators, or advocacy groups to both monitor and influence on behalf of Barclays, when appropriate.
Demonstrate extensive knowledge of how the function integrates with the business division / Group to achieve the overall business objectives.
Maintain broad and comprehensive knowledge of industry theories and practices within own discipline alongside up-to-date relevant sector / functional knowledge, and insight into external market developments / initiatives.
Use interpretative thinking and advanced analytical skills to solve problems and design solutions in often complex/ sensitive situations.
Exercise management authority to make significant decisions and certain strategic decisions or recommendations within own area.
Negotiate with and influence stakeholders at a senior level both internally and externally.
Act as principal contact point for key clients and counterparts in other functions/ businesses divisions.
Mandated as a spokesperson for the function and business division.

All Senior Leaders are expected to demonstrate a clear set of leadership behaviours to create an environment for colleagues to thrive and deliver to a consistently excellent standard. The four LEAD behaviours are: L – Listen and be authentic, E – Energise and inspire, A – Align across the enterprise, D – Develop others.

All colleagues will be expected to demonstrate the Barclays Values of Respect, Integrity, Service, Excellence and Stewardship – our moral compass, helping us do what we believe is right. They will also be expected to demonstrate the Barclays Mindset – to Empower, Challenge and Drive – the operating manual for how we behave.

Key Accountabilities

A strong Economic Crime Change & Transformation Lead combines deep financial crime expertise, credible regulatory delivery, operating‑model thinking, and disciplined change leadership—and can prove that change actually reduced economic crime risk, not just that a programme completed.
Proven leadership of large Economic Crime transformation, Drive the design, planning, and execution of local and enterprise-wide transformation initiatives covering Operating Model redesign, Process Improvement, Technology and Operational led changes to enhance the bank’s financial crime prevention capabilities ensuring alignment with evolving regulatory expectations, bank-wide programmes and industry best practices. Taking accountability for end-to-end delivery regardless of execution responsibilities, balancing risk appetite, customer impact, cost and regulatory expectations
End‑to‑end ownership of regulatory remediation programmes, ensuring fixes are durable, sustainable, controlled, evidenced and fully integrated into BAU processes and governance in response to self-identified issues, supervisory findings and assurance actions.
Strong disciplined change discipline, Lead cross-functional program teams to deliver transformation roadmaps, manage dependencies, track KPIs, and embed a culture of continuous improvement, while ensuring change is effectively managed across impacted functions.
Future Focused: Develop and implement future-state operating models that integrate new capabilities (e.g., machine learning, AI, Natural Language Processing, transaction monitoring systems) to improve detection, investigation, and reporting efficiency across all financial crime risk domains with an awareness of AI risk and principles.
Senior stakeholder and regulatory engagement, within a complex organisation, provide credible outcome, evidence led delivery leadership and cross functional partnership to gain buy in and manage risks and expectations. Provide executive level transparent progress reporting and be confident in challenge at SMF’s, ExCo, Board and Regulator level
Leadership: Experience of building and leading functions of financial crime teams, reacting to policy and strategic change to build fit for purpose and relevant capabilities