Director of Transformation, Planning & Performance

Responsibilities & DutiesStrategic Leadership & ExecutionSetting the conditions for making CSG change for the better, linking into the wider HMRC strategy, finance and transformation work.Fully accountable for all elements of business performance, achieving required expectations by effectively driving strategic key actions, continually reviewing performance against targets and measures of success, and efficiently deploying all the resources needed.Collaboratively maps-out a comprehensive business plans that meets and/ or exceeds the strategic direction & objectives of the organisation.Leads the strategic planning process, identifying opportunities to maximise performance, trends and reducing operational threats.Uses data analytics to continually identify new areas of focus and monitors progress against key objectives and success measures, taking swift corrective action where needed to keep on course.Identifies and drives the adoption of new digital technologies to improve efficiencies and economies throughout operational delivery and across the organisation, including providing the right framework, KPIs and metrics to challenge and hold Operations Management to account.Ensures that the overall organisational goals and plans are aligned to the current and future operational needs of the business at Group level, while collaborating closely with senior executives.Directs the development of operational policies, procedures, and quality standards that support the sound delivery & implementation across all operational business areas and programmes.Represents the Director General in various boards and meetings with Ministers, building & maintaining strong and mutually beneficial partnerships with various stakeholders.Business Delivery, Finance & ComplianceDrives financial performance by managing budgets, and optimising resource allocation to achieve the business revenue and business plans.Monitors financial measures and implements corrective measures as needed to ensure targets are met or exceeded.Reviews the overall progress of the business plans and exhausts all efforts to provide well-thought-of solutions to manage any risks or opportunities.Proactively identifies and drives opportunities to maximise efficiency of resources, tackling areas of underperformance swiftly with definitive and effective actions.Identifies and mitigates business risks, regulatory changes, and operational challenges.Works collaboratively with Risk teams to develop and implement robust, effective risk management strategies to safeguard CSG reputation.Stakeholder EngagementCultivates strong relationships with key stakeholders, including customers, Ministers, other government departments and across HMRC.Supporting and challenging change propositions, working closely with Directors to ensure CSG and HMRC are able to invest with confidence and secure benefits and efficiencies, working in line with HMT guidance.Leverages network to create opportunities for growth and development across the business, as well as helping to solve challenges.Owning liaison with National Audit Office, Internal Audit and other external scrutiny bodies on behalf of the Director General, ensuring any recommendations are acted upon.Engaged & Enabled PeopleServes as a strong figure-head who inspires the organisation to maintain a positive and well-functioning work-environment that highly motivates teams to achieve and maintain outstanding customer experiences.Builds and leads a high-performing team, fostering a culture of collaboration, innovation and accountability.Ensures coaching, mentorship and professional development opportunities are available to employees to enhance team members skills and capabilities.Leads by example and consistently demonstrates the HMRC values of Professionalism, Integrity, Commitment, Innovation and Respect in every interaction throughout the organisation, to be an excellent leader who makes a positive difference in peoples working lives.Empowers the operational and support teams with the leadership and resources they need to successfully achieve their departmental objectives.