AGM Business Governance & Portfolio Assurance

The role leads delivery assurance for the ALD development portfolio owning the integrated timeline that runs across Business, Projects, Design and Operations, from design freeze through statutory approval, tender, construction and operational readiness to revenue commencement, together with the handover gates between the functions. The role designs and operates the business governance framework through which the Chief Commercial Officer steers Airport Land Development across its four functions and exercises that assurance. It exists to ensure that the ALD portfolio is delivered: by owning the cross-functional delivery position and driving recovery where it slips, by defining the standard to which propositions reach the CCO, by running the portfolio review cycle, by resolving the cross-functional issues that would otherwise stall delivery, and by providing independent challenge to the positions put forward by the functions. The role derives its authority from the delivery area it leads, from the governance framework it sets up and operates and from the independence of the challenge it provides. It is the delivery assurance and governance capability of the CCO's office.

1. Portfolio delivery assurance

• Own the integrated delivery timeline for every asset in the ALD development portfolio from design freeze through statutory approval, tender, construction, fit-out and operational readiness to revenue commencement.
• Own the handover gates between functions Design to Projects at tender, Projects to Operations at completion, Operations to Leasing at occupancy readiness defining entry and exit criteria for each and holding the functions to them.
• Maintain the cross-functional delivery position as the authoritative view of where each asset stands against its committed dates, and be answerable for its accuracy.
• Identify slippage against committed delivery and revenue commencement dates ahead of impact, and drive the recovery intervention to closure with the function concerned.

2. Business governance framework

• Design and operate the governance framework for ALD the review calendar, reporting standards, decision protocols and escalation thresholds.
• Define what constitutes a decision-ready proposition and hold the functions to that standard before matters reach the Chief Commercial Officer.
• Apply the framework consistently across the four functions and maintain it as the operating standard for the CCO's office, within the reporting formats and data definitions owned by the Strategic Planning Group.

3. Portfolio review cycle

• Operate the portfolio and project review cycle across all four functions, including agenda, evidence base, pre-reads and CCO site visits.
• Record decisions and actions, assign ownership, and track to closure across functions

Prepare and quality-assure material for ALD CEO, Group and board level review, within the formats owned by the Strategic Planning Group.

4. Delivery reporting to the CCO

• Produce the periodic cross-functional delivery position for the Chief Commercial Officer asset status against committed dates, slippage, interface exposure and recovery actions.
• Supply the ALD delivery status into the planning and reporting cycle owned by the Strategic Planning Group, to SPG's format and calendar.
• Business planning, plan consolidation and corporate reporting architecture rest with the Strategic Planning Group and are outside this role's scope.

5. Independent review and challenge

• Provide independent review and challenge of propositions put to the Chief Commercial Officer, and put an alternative perspective where warranted.
• Review and challenge the cost, programme and feasibility basis of project, design and operational proposals, where no other independent challenge exists. Commercial and monetisation models are owned and challenged within the BD & Strategic Initiatives function and are outside this role's scope.
• Test the assumptions, evidence and options behind material recommendations before they reach decision.

6. Cross-functional issue resolution

• Diagnose and resolve issues arising between the four functions, including those with no established owner or route to resolution.
• Secure alignment across functional leadership without line authority over any of them.
• Close matters within the mandate of the CCO's office and escalate by exception, with a recommended position.

7. Cross-functional initiatives

• Identify and structure initiatives that span functions and have no natural owner, and carry them to a permanent functional owner. Establish the systems and processes required for such initiatives to operate on a sustained basis.
• Maintain the cross-functional initiative portfolio, its sequencing and its resourcing position. Business-side strategic initiatives rest with the VP BD & Strategic Initiatives. the case made

8. Risk visibility and intervention

• Maintain a consolidated view of risks to delivery of the ALD portfolio across all four functions, including the interface risks that sit between them.
• Identify the points requiring CCO intervention and prepare the position, options and recommendation.
• Track interventions through to closure. Commercial risk and the contract estate rest with the BD & Strategic Initiatives function.

Qualification - Post-graduate management qualification, preferably MBA with a Finance or Strategy specialisation

8-12 years post-qualification in strategy, corporate development, PMO, program or delivery governance or management consulting, preferably with exposure to real estate or infrastructure.