Head of PMOCDO

• what was tendered
• what is contractually committed
• what Codec is responsible for delivering
• and what is explicitly out of scope.

Key Responsibilities

• Delivery governance assurance and execution oversight across all Codec projects (ABS CAS and other divisions)
• Portfoliolevel delivery risk identification escalation and intervention
• PMO QA Business Change / Design (BCD) and Contracts Management functions
• Delivery readiness mobilisation discipline and execution standards
• Contractual scope interpretation change control discipline and delivery enforcement
• Deliveryled input into pricing and render decisions for major and strategic programmes
• 
  This role is expected to make difficult evidencebased decisions when delivery quality pricing realism contractual clarity or risk tolerance is compromised.
  
  Key Responsibilities
  
  
  Portfolio Delivery Governance & Assurance
  
  
  Own and operate Codecs delivery governance framework across the full portfolio.
  
  Maintain a trusted factual view of delivery health across all projects.
  
  Identify delivery risk early and intervene decisively to stabilise or recover engagements.
  
  Act as executive escalation point for material delivery or contractual risk.
  
  Act as the senior delivery authority when customers formally escalate projects engaging directly to reanchor scope commitments and governance and to drive resolution without default escalation to SLT.
  
  
  PMO QA BCD & Contracts Leadership
  
  
  • Lead PMO QA Business Change / Design (BCD) and Contracts Management as delivery control and assurance functions
  • Ensure QA and BCD challenge assumptions early and strengthen scope clarity quality and delivery predictability
  • Ensure Contracts Management provides firm authoritative control over scope interpretation change requests and commercial protection
  • Empower PMs and Programme Managers with contractual clarity and governance backing in customer engagements
  • Ensure teams operate strictly within defined responsibilities and stay in their lane

• Ensure consistent use of Codex (Codecs AI delivery assistant) as the authoritative source of truth for:
  • tender commitments
  • contractual scope and responsibilities
  • Statements of Work governance artefacts and delivery documentation.
• Use Codex to prevent scope ambiguity minimise unintended scope absorption and support factbased customer and changecontrol discussions.
• Ensure Codex is operationalised as delivery governance infrastructure not an optional productivity tool.

• Own the evolution of PMO QA and BCD practices to fully leverage AIenabled delivery approaches that improve pace quality consistency and early risk detection.
• Acknowledge that Codec has not yet maximised AI adoption within PMO QA and BCD functions and take explicit ownership for closing this gap in a controlled repeatable manner.
• Ensure AI is applied to accelerate:
  • planning and progress tracking
  • test preparation and assurance analysis
  • requirements validation and change impact assessment
  • governance and reporting artefacts.
• Ensure all AI usage within delivery control functions is contractually legally regulatorily and ethically safe and does not compromise auditability data protection or customer obligations.
• Establish approved standards for AI use so benefits are systematic and organisationwide rather than dependent on individual capability.

• Provide deliveryled input into the render pricing and BAFO phases of major and strategic opportunities.
• Work closely with the Contracts Manager to ensure pricing reflects:
  • delivery reality
  • governance and QA overhead
  • PM and portfolio management capacity
  • execution risk and change exposure.
• Act as a counterbalance to technologyled and salesled optimism ensuring pricing decisions are executable governable and sustainable for delivery teams.
• Ensure commitments moved from tender into contracted delivery are realistically priced and capable of being delivered under Codec standards.

• Define delivery role requirements leadership standards and AIenabled working expectations for programmes and projects.
• Exercise delivery veto over unsuitable staffing or delivery approaches on quality risk or compliance grounds including inappropriate or unsafe use of AI.
• Work with the Director of Consulting & Delivery Leadership and Head of Operations to ensure teams are appropriately staffed enabled and supported.
• Demand the best and most appropriate resources for complex or highrisk engagements recognising that effective AI application is a core element of delivery readiness not optional.

• Maintain objective delivery telemetry and portfolio insight (including tools such as Azure DevOps)
• Surface early warning signals on productivity quality pace and risk
• Provide clear evidencebased inputs to enable timely leadership and performance intervention

• CEO and Senior Leadership Team
• Director of Consulting & Delivery Leadership
• Head of Operations
• PMO QA BCD and Contracts teams
• Programme and Project Managers
• Finance Commercial and Sales leadership

• Executive customer stakeholders (delivery and governance focused)
• Programme boards and assurance forums

Skills Knowledge and Expertise

• Experience & Background
  
  
  The ideal candidate will bring:
  
  
  • Senior delivery leadership experience within a professional services organisation operating at scale
  • Proven ownership of complex delivery portfolios (100k10m projects multiple concurrent programmes)
  • Strong experience leading PMO QA and delivery assurance functions with real authority
  • Demonstrated credibility in difficult customer and commercial conversations
  • Experience operating in fixedprice managed services and publicsector delivery contexts
  • A track record of enforcing delivery truth and protecting teams from unrealistic commitments
• 
  
  Personal Characteristics
  
  
  This role requires someone who is:
  
  
  • Comfortable being highly visible across delivery teams and customer environments
  • Willing to engage directly with people and programmes on a daily basis
  • Calm structured and authoritative under pressure
  • Independent in judgement and resistant to delivery politics
  • Focused on discipline clarity and execution quality
• 
  This role will not suit a withdrawn or deskbound delivery leader.
  
  
  
  Success in This Role Looks Like
  
  
  • Delivery risk is identified early and managed proactively
  • Pricing and delivery commitments align with execution reality
  • PMO QA and BCD operate as AIenabled delivery control functions
  • Codex is consistently used to establish contractual and scope truth
  • Change control operates cleanly and consistently
  • PMs feel protected supported and empowered
  • Delivery metrics are trusted by SLT and Finance
  • Codecs delivery credibility strengthens as scale increases
• 
  
  Role Boundaries
  
  
  The Chief Delivery Officer does not own people career paths consulting capability development or performance management which sit with the Director of Consulting & Delivery Leadership.
  
  
  The role operates in close partnership with the Director of Consulting with clear escalation paths where people leadership and delivery execution intersect.