Enterprise Coach

Welcome to Haleon. We’re a purpose-driven, world-class consumer company putting everyday health in the hands of millions. In just three years since our launch, we’ve grown, evolved and are now entering an exciting new chapter – one filled with bold ambitions and enormous opportunity.

Our trusted portfolio of brands – including Sensodyne®, Panadol®, Advil®, Voltaren®, Theraflu®, Otrivin®, and Centrum® – lead in resilient and growing categories. What sets us apart is our unique blend of deep human understanding and trusted science.

Now it’s time to fully realise the full potential of our business and our people. We do this through our Win as One strategy. It puts our purpose – to deliver better everyday health with humanity – at the heart of everything we do. It unites us, inspires us, and challenges us to be better every day, driven by our agile, performance-focused culture.

About the role The Agile Enterprise Coach is a senior, enterprise‑level role within Haleon’s Digital & Technology (D&T) organisation, accountable for shaping how Agile operates as a coherent, outcome‑driven system across the enterprise.   The role focuses on leadership behaviours, system flow, ways of working and decision‑making, rather than team‑level Agile execution. It works with senior business and D&T leaders to ensure Agile is applied consistently, pragmatically and at scale, aligned with portfolio planning, governance, finance and delivery excellence.   The Agile Enterprise Coach plays a critical role in moving the organisation from isolated Agile practices to a joined‑up operating model that improves predictability, value delivery and organisational learning.   Role purpose To enable D&T to operate as an enterprise‑scale Agile system, by coaching leaders, improving flow and alignment, and ensuring Agile ways of working drive real business outcomes, not just local delivery efficiency.   Key Accountabilities   The Agile Enterprise Coach is accountable for: Uplifting Agile maturity at enterprise level, beyond individual teams

Coaching senior leaders to adopt Agile mindset, behaviours and decision patterns

Ensuring Agile operates coherently at scale, aligned to portfolio, governance and finance models

Improving flow, predictability and value delivery across the D&T system

Embedding a learning‑driven, improvement culture grounded in evidence and outcomes.

  Key Role & Responsibilities  

1. Enterprise Agile Maturity & System Design D rive the maturity of Agile ways of working across D&T, focusing on the whole delivery system rather than individual teams.

dentify systemic impediments to flow, predictability and value delivery.

Help D&T evolve from fragmented Agile adoption to a coherent enterprise operating model.

  2. Leadership Coaching & Behaviour Change Coach senior business and D&T leaders to adopt Agile‑aligned leadership behaviours.

Support leaders in shifting from activity‑ and control‑based management to outcome‑, flow‑ and value‑driven decision‑making.

Create constructive challenge and psychological safety to enable meaningful change.

  3. Agile Ways of Working at Scale Ensure Agile principles and practices are applied consistently and appropriately at scale, without dogma.

Support clarity on how Agile integrates with Waterfall, hybrid delivery, portfolio planning, financial governance and assurance.

Guard against fragmented or “cargo‑cult” Agile adoption.

  4. Value, Outcomes & Predictability Ensure Agile delivery is strongly connected to business outcomes and value, not just pace or throughput.

Help leaders and teams articulate, inspect and adapt based on value delivered.

Challenge delivery models that optimise locally but undermine enterprise outcomes.

  5. Portfolio, Flow & Demand Management Enablement Coach leaders to understand and manage flow across the system (demand, capacity, dependencies, bottlenecks).

Support enterprise prioritisation, sequencing and WIP management conversations.

Align Agile delivery with portfolio and investment decision‑making.

  6. Capability Development & Community Uplift Uplift capability across Scrum Masters, Agile Coaches, Product, Delivery and Technology leaders.

Support and mentor communities of practice to improve consistency and shared learning.

Act as a senior role model for Agile leadership within D&T.

7. Metrics, Insight & Learning Culture Promote use of meaningful Agile and flow metrics to drive learning and improvement, not reporting theatre.

Help leaders interpret metrics such as predictability, flow efficiency and outcomes.

Embed a culture of experimentation, inspection and adaptation.

  8. Transformation & Change Enablement Support major change and transformation initiatives using Agile principles suited to scale and complexity.

Help leaders navigate ambiguity and evolving strategy through iterative learning and feedback loops.

Ensure ways of working evolve as Haleon’s context, strategy and maturity change.

  What good looks like ·        Leaders make decisions aligned to Agile principles and enterprise flow ·        Agile delivery is predictable and outcome‑driven, not just busy ·        Portfolio planning and Agile execution are aligned ·        Teams optimise for value, not local velocity ·        Metrics are used for learning, not compliance ·        D&T operates as a coherent delivery system   Qualifications & skills   Essential 8 - 13 years of d eep experience in Agile, technology delivery and enterprise transformation

Proven experience coaching senior leaders in Agile and systems thinking

Strong understanding of scaling Agile in complex, matrixed organizations

Ability to diagnose system‑level issues and enable sustainable change

Strong facilitation, coaching and influencing skills

  Preferred Experience working in large Digital or Technology organisations

Exposure to portfolio management, financial governance and delivery assurance

Relevant Agile or coaching certifications (e.g. SAFe SPC, ICAgile, Scrum@Scale, systems coaching)

Experience operating across both business and technology leadership.

        Job Posting End Date     2026-07-22       Equal Opportunities Haleon are committed to mobilising our purpose in a way that represents the diverse consumers and communities who rely on our brands every day. It guides us in creating an inclusive culture, where different backgrounds and views are valued and respected – all in support of understanding and best serving the needs of our consumers and unleashing the full potential of our people. It’s important to us that Haleon is a place where all our employees feel they truly belong.

During the application process, we may ask you to share some personal information, which is entirely voluntary. This information ensures we meet certain regulatory and reporting obligations and supports the development, refinement, and execution of our inclusion and belonging programmes that are open to all Haleon employees. 

The personal information you provide will be kept confidential, used only for legitimate business purposes, and will never be used in making any employment decisions, including hiring decisions.       Adjustment or Accommodations Request If you require a reasonable adjustment or accommodation or other assistance to apply for a job at Haleon at any stage of the application process, please let your recruiter know by providing them with a description of specific adjustments you are requesting. We’ll provide all reasonable adjustments to support you throughout the recruitment process and treat all information you provide us in confidence.        Note to candidates The Haleon recruitment team will contact you using a Haleon email account (@haleon.com). If you are not sure whether the email you received is from Haleon, please get in touch.