Governance Manager

• Mobilise the Group ILM operating model. Stand up the agreed Group ILM stream structure - spanning contract and obligations, service and performance, renewals and assurance - with clear interfaces, so the streams hand off to one another as designed - e.g. audit findings passing to Contract & Obligations for recovery, and contract/performance positions informing renewal strategy.
• Apply and govern supplier segmentation. Implement the agreed Strategic / Critical / Transactional supplier taxonomy, assign named in-life owners for every strategic and critical supplier, and establish the cross-Unit governance that keeps segmentation current .
• Embed the end-to-end RACI. Land the S2P personas and RACI across functions and Units , ensuring accountability for in-life activity is unambiguous between Partner Management, Procurement, unit teams and Finance.
• Enforce the S2C*ILM handover gate. Own the handover standard so that no contract passes into life without formal confirmation: metadata captured, documents linked, obligations received (not merely assigned) and tracking live - aligned to the handover stage-gate being configured in the Sirion CLM.
• Run the governance calendar. Establish and chair the rhythm of ILM governance - supplier reviews tiered by segment, escalation routes, exception governance and decision logs - and connect it to RenewCo / Category Board activity so renewal strategy is set in good time.
• Build the Partner Manager community and capability. Define the core practices and rhythm of business for Partner Managers, standardise artefacts (journalling, QBR/SQB discipline, performance reporting) and drive consistent adoption of PartnerIQ, including the journal as the ‘view from the ground’.

• Report benefits into Finance. Establish benefits governance so that value delivered through ILM activity is evidenced, tracked to cash and reported credibly into Finance. What you will deliver over the 12-month term

• Group ILM operating model mobilised, with named owners for all strategic and critical suppliers - in line with the CU.S2P.03.M01 target date.
• Segmentation governance and end-to-end RACI agreed, published and in use across Units.
• Handover gate operating: 100% of new in-scope contracts transitioned into ILM with a supplier record, P2P route and tracking live.
• Governance calendar running to rhythm, with tiered supplier reviews and a functioning escalation and exception route.
• Benefits reporting framework live, evidencing programme value into Finance.

• Proven experience designing and running supplier / vendor governance or SRM operating models in a large, multi-business-unit organisation.
• Track record of mobilising new operating models: standing up governance forums, RACIs, standards and communities of practice, and making them stick.
• Strong stakeholder management at senior level - able to align Procurement, Finance, unit transformation teams and Partner Management behind one standard.
• Familiarity with contract lifecycle management (CLM) concepts - obligations, handover, renewals - and comfort working alongside CLM (Sirion) and data platform (PartnerIQ) implementations.
• Benefits tracking and reporting discipline; comfortable being held to evidenced value.
• Desirable: experience in telecoms or technology categories; experience of programme working within a formal transformation structure (charters, milestones, SteerCo governance).

LA International is an award-winning partner of choice for many of the world’s most influential companies and government organisations. Holding Enhanced Government Security Accreditation, we are recognised as the European market leader in the delivery of Security Cleared talent to organisations that demand the very highest levels of security, compliance and assurance.