Governance Manager (IT)
Role: Governance Specialist / Controls Specialist Rate: £PRICE IN inside IR35 Location: Remote with adhoc trips to London and other strategic hubs Duration: 12 months Key accountabilities
- Mobilise the Group ILM operating model. Stand up the agreed Group ILM stream structure - spanning contract and obligations, service and performance, renewals and assurance - with clear interfaces, so the streams hand off to one another as designed - e.g. audit findings passing to Contract & Obligations for recovery, and contract/performance positions informing renewal strategy.
- Apply and govern supplier segmentation. Implement the agreed Strategic / Critical / Transactional supplier taxonomy, assign named in-life owners for every strategic and critical supplier, and establish the cross-Unit governance that keeps segmentation current .
- Embed the end-to-end RACI. Land the S2P personas and RACI across functions and Units , ensuring accountability for in-life activity is unambiguous between Partner Management, Procurement, unit teams and Finance.
- Enforce the S2C?ILM handover gate. Own the handover standard so that no contract passes into life without formal confirmation: metadata captured, documents linked, obligations received (not merely assigned) and tracking live - aligned to the handover stage-gate being configured in the Sirion CLM.
- Run the governance calendar. Establish and chair the rhythm of ILM governance - supplier reviews tiered by segment, escalation routes, exception governance and decision logs - and connect it to RenewCo / Category Board activity so renewal strategy is set in good time.
- Build the Partner Manager community and capability. Define the core practices and rhythm of business for Partner Managers, standardise artefacts (journalling, QBR/SQB discipline, performance reporting) and drive consistent adoption of PartnerIQ, including the journal as the 'view from the ground'.
- Report benefits into Finance. Establish benefits governance so that value delivered through ILM activity is evidenced, tracked to cash and reported credibly into Finance.
- Group ILM operating model mobilised, with named owners for all strategic and critical suppliers - in line with the CU.S2P.03.M01 target date.
- Segmentation governance and end-to-end RACI agreed, published and in use across Units.
- Handover gate operating: 100% of new in-scope contracts transitioned into ILM with a supplier record, P2P route and tracking live.
- Governance calendar running to rhythm, with tiered supplier reviews and a functioning escalation and exception route.
- Benefits reporting framework live, evidencing programme value into Finance.
- Proven experience designing and running supplier / vendor governance or SRM operating models in a large, multi-business-unit organisation.
- Track record of mobilising new operating models: standing up governance forums, RACIs, standards and communities of practice, and making them stick.
- Strong stakeholder management at senior level - able to align Procurement, Finance, unit transformation teams and Partner Management behind one standard.
- Familiarity with contract lifecycle management (CLM) concepts - obligations, handover, renewals - and comfort working alongside CLM (Sirion) and data platform (PartnerIQ) implementations.
- Benefits tracking and reporting discipline; comfortable being held to evidenced value.
- Desirable: experience in telecoms or technology categories; experience of programme working within a formal transformation structure (charters, milestones, SteerCo governance).
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