Strategy Snr Mgr (12 month Fixed Term Assignment) – L11

Overview We are seeking a high-calibre Strategy Snr Manager (12 month Fixed Term Assignment) to support the strategic opportunities identification, end to end coordination/consolidation of strategic work and support delivery of a business turnaround programme. The role will sit within the Turnaround Office and report into the Chief Transformation Officer, working as part of a central, cross-functional team responsible for defining strategy, driving execution, and delivering measurable financial impact. Responsibilities Build a fact-based view of business performance to identify key value drivers and growth opportunities Develop clear, insight-led recommendations grounded in data and external benchmarks Translate strategic priorities into quantified value drivers and business cases Work with cross-functional teams to translate strategy into actionable plans Maintain a strong bias to action, stepping in to solve problems where needed Prepare materials for governance forums where relevant, share opportunities/provide update on progress for strategic projects and initiatives Partner closely with senior stakeholders across Finance, Marketing, Sales, Supply Chain, RGM, and Strategy Support leadership in prioritising resources toward highest-impact initiatives Support preparation of Executive-level updates and recommendations Bring out-side in perspective, provide strategic context to drive the agenda Identify / lead (where relevant) strategic projects to support the business challenges and turnaround agenda Qualifications Lead with authority Challenge thinking, and make decisions that drive the turnaround agenda Shape and influence senior stakeholders at Executive level Credibly engage, challenge, and align leaders across functions to drive prioritisation and action Act as a strategic partner to the Chief Transformation Officer and leadership team Turn strategy into tangible, high-impact delivery Translate strategic intent into clear, quantified plans and executable initiatives Maintain pace and momentum, ensuring delivery against measurable outcomes Diagnose performance and identify material value opportunities Use data, benchmarks, and commercial insight to pinpoint where value can be unlocked Focus leadership on the initiatives that will have the greatest impact Operate with a strong bias for action and ownership Step in to solve problems directly, and ensure progress is maintained Balance strategic thinking with hands-on execution Bring an external, strategic perspective to challenge the status quo Introduce outside-in thinking to stretch ambition and ensure the business remains competitive