Manager, Transformation Performance and Finance

Reporting to the Head of Transformation Enablement the manager will oversee data and financial analysts and partner with Finance Strategic Planning Capital Management Procurement Technology Product Program Management and initiative leaders. The role will manage the full financial lifecycle of transformation activity including annual planning capital and expense budgets forecasts software and vendor costs consulting arrangements capitalization and utilization reallocations accruals benefits tracking and executive reporting.

This is a hands-on management role with enterprise visibility. The manager will not merely report historical results. The manager will challenge assumptions identify performance gaps improve the quality of decisions and recommend actions when initiatives are over budget underutilizing approved capital missing milestones failing to adopt or not producing the intended client field operational or financial benefits.

Key Responsibilities

Transformation Performance Management

• Design and own the integrated performance-management framework for the transformation portfolio covering delivery financial performance client outcomes advisor and employee impact adoption service risk controls and benefits realization.

• Define standard KPI dictionaries calculation methods baselines targets data sources owners reporting frequency and escalation thresholds.

• Create portfolio dashboards and executive reporting that distinguish activity outputs adoption outcomes and realized benefits.

• Establish a disciplined monthly performance review process and surface initiatives requiring intervention additional evidence reforecasting scope change or discontinuation.

• Ensure reporting is decision-oriented concise and traceable to authoritative financial and operational data.

Benefits Realization and Value Assurance

• Create and maintain benefits records for each transformation initiative including expected client field growth revenue expense productivity capacity risk and service outcomes.

• Validate benefit assumptions baselines timing dependencies and accountable business owners before investment approval.

• Monitor whether delivered capabilities are adopted and whether adoption is producing the expected outcomes.

• Partner with initiative and business owners to define corrective actions when benefits are delayed overstated or not supported by evidence.

• Coordinate post-implementation reviews and maintain a clear line of sight from approved business case through realized value.

Budgeting Forecasting and Financial Planning

• Lead annual and multi-year financial planning for the Transformation Office including capital operating expense software vendors consulting data technology and internal resource requirements.

• Coordinate transformation inputs to strategic planning annual budgeting quarterly forecasting and capital-planning processes.

• Maintain initiative-level and portfolio-level budgets forecasts commitments actuals accruals variances and estimate-at-completion views.

• Develop scenario analyses and recommendations to support sequencing funding tradeoffs capacity decisions and portfolio reallocation.

• Ensure financial plans reconcile across Transformation Finance Technology Procurement and business records.

Capital Governance and Utilization

• Monitor approved capital release schedules capitalization eligibility utilization in-service timing and forecasted carryover in partnership with Finance and Accounting.

• Identify underutilized delayed or stranded capital early and recommend acceleration reallocation reforecasting or release.

• Ensure initiative teams understand approved funding boundaries and provide timely evidence supporting capitalization and financial controls.

• Prepare capital-governance materials and maintain a transparent record of funding decisions conditions changes and accountable owners.

• Track the relationship between capital consumed capabilities delivered adoption achieved and benefits realized.

Expense Vendor and Consulting Management

• Manage the transformation portfolio view of software licenses subscriptions data expenses external services contractors and consulting arrangements.

• Coordinate statements of work purchase orders contract financials rate cards milestones invoices accruals renewals and termination dates with Procurement Legal and initiative owners.

• Assess consulting and vendor utilization against contracted deliverables internal capability transfer budget and measurable value.

• Identify duplicate tools unused licenses overlapping consulting scopes and other opportunities to reduce or redirect expense.

• Maintain forward visibility into contractual commitments renewal decisions and exit costs.

Management Information and Data Quality

• Establish the authoritative portfolio dataset and controls required for consistent reporting across finance delivery adoption and benefits.

• Partner with source-system owners to improve data definitions completeness timeliness reconciliation and lineage.

• Automate recurring reporting and analysis where practical while maintaining appropriate review and control points.

• Ensure assumptions manual adjustments and data limitations are transparent in management reporting.

• Produce targeted analyses that identify performance drivers emerging risks and opportunities for resource or funding reallocation.

Team Leadership

• Lead develop and set priorities for data analysts and financial analysts supporting the transformation portfolio.

• Allocate analyst capacity across recurring reporting planning cycles initiative support ad hoc analysis and executive requests.

• Establish quality standards review controls documentation and cross-training to improve consistency and reduce key-person dependency.

• Build team capability in financial analysis data management visualization benefits realization executive communication and business partnership.

• Create a culture of constructive challenge accuracy responsiveness and accountability.

Governance and Executive Support

• Prepare materials for transformation investment portfolio and performance forums including financial position KPI performance benefits risks and decisions required.

• Maintain the portfolio decision log for budget changes funding reallocations benefit changes and material performance interventions.

• Partner with initiative owners to ensure that investment requests are complete comparable and grounded in measurable outcomes.

• Support the Chief Transformation Officer and strategic transformation executives with fact-based insight and recommendations.

Experience and Qualifications

• 8 years of progressive experience in financial planning and analysis corporate finance capital management portfolio management transformation performance management information consulting or related disciplines.

• At least 3 years of people-management or substantial team-leadership experience including responsibility for developing analysts and reviewing complex work products.

• Proven experience managing capital and expense budgets forecasts vendor or consulting spend accruals variances and executive financial reporting.

• Experience defining KPIs managing benefits realization and integrating financial operational and delivery data into decision-oriented reporting.

• Strong analytical and data-management capability including advanced spreadsheet skills and experience with financial portfolio visualization or business-intelligence tools.

• Ability to challenge assumptions reconcile inconsistent data explain complex financial information clearly and influence senior stakeholders.

• Experience in wealth management banking asset servicing financial services technology or another highly regulated environment preferred.

• Bachelors degree in finance accounting economics business data analytics or a related field required; MBA CPA CFA or other relevant advanced credential preferred.

Key Success Measures

• Accurate and timely portfolio forecasts with reduced unexplained variance.

• High utilization of approved capital and early identification of at-risk or stranded funding.

• Clear linkage among investment delivery adoption and realized benefits.

• Consistent KPI definitions and trusted executive reporting across the portfolio.

• Reduced duplicate unused or low-value vendor consulting and software expense.

• Timely interventions for initiatives that are off plan or not delivering expected value.

• A high-performing analyst team with strong controls documentation and succession capacity.

Leadership Scope

The manager will have direct responsibility for a team of data and financial analysts. The initial team size may evolve with the transformation portfolio. The role is expected to operate as both a people leader and a working manager with direct involvement in planning analysis portfolio reviews and senior-management deliverables.