Strategy Architecture and Capability Team Enablement Lead

About the role

This role willdrive the enablement agenda within the Strategy, Architecture and Capabilityteamand will report directly into the Head ofStrategy, Architecture and Capability.

Working with the rest of the team(of c25), this role willberesponsible for operationalising ourenterprise architecture standardsandgovernance forums,managingArchitecturecapability frameworksandlearning initiatives,owning and driving adoption ofArchitecture tooling, team communications,organising teamceremoniesandfacilitating team planning.

Scope (enterprise‑wide, not domain‑specific)

This role operateshorizontally across all technology and solution domains.

It doesnotdesign or deliver systems.

Core scope areas include (not exhaustive):

• Operationalising, running andgoverning:

• Enterprise architecture standards and reference architectures

• Architecture guidance and “minimum viable architecture” guardrails

• Architecture assuranceframeworksfor programmes, platforms and major investments

• Architecture governance forums and decision processes

• Architecture risk, resilience and technical debt reporting

• Product Ownershipfor Architecture Tooling

• Forming and managing anarchitecture capability frameworkandlearning programme.

• Forming and managing a standard set ofArchitecture artefacts, documentation and playbooks

• Team communications and running team ceremonies.

• Facilitating team planning and capacity management.

• Management of ad-hoc internal projects.

• Definition and management of team OKRs.

Key accountabilities

TheStrategy, Architecture and CapabilityLeadis accountable for:

• Architecture governance is operational and effective—The function's governance forums, standards, and assurance processes run reliably, decisions are documented, and the right people are engaged at the right time.

• Architecture tooling is adopted and valued— The team's tooling is fit for purpose, actively used across the enterprise, and continuously improved based on user feedback.

• Capability framework is in place and progressing— A coherent architecture capability framework and learning programme exists, is maintained, and demonstrably improves the skills and maturity of the team over time.

• Artefacts and documentation are current and accessible— The standard set of architecture artefacts, playbooks, and templates is well-maintained, easy to find, and consistently used by the team.

• Technical debt and architecture risk are visible— Reporting on architecture risk, resilience, and technical debt is accurate, timely, and actionable for senior stakeholders.

• The team operates effectively— Ceremonies, communications, planning, and capacity management are well-run, the teamiswell-informed, and ways of working support rather than hinder delivery.

• OKRs are defined, tracked, and delivered— The function has clear, measurable objectives; progress is tracked consistently; and the Manager owns delivery against the operational OKRs within their scope.

• Internalteamprojects are delivered to time and quality— Ad-hoc internal projects are scoped, managed, and closed out effectively without dropping other accountabilities.

Key responsibilities

Architecture standards &governance — Operationalise and run enterprise architecture standards, reference architectures, and minimum viable architecture guardrails across all technology and solution domains.

Architecture assurance —enable adoption ofassurance frameworks for programmes, platforms, and major investments, ensuring architectural decisions are reviewed, documented, and governed appropriately.

Governance forums — Own and facilitate architecture governance forums and decision-making processes, including preparation, coordination, and follow-up.

Risk & technical debt reporting — Maintain architecture risk, resilience, and technical debt reporting, ensuring visibility of issues and trends for senior stakeholders.

Architecture tooling — Act as Product Owner for architecture tooling, driving adoption across the team and the wider enterprise and managing the tooling roadmap.

Capability framework & learning — Form and manage an architecture capability framework and associated learning programme, building skills and maturity across theteam.

Artefacts & documentation — Own the standard set of architecture artefacts, documentation templates, and playbooks, keeping them current and fit for purpose.

Team communications & ceremonies — Lead internal team communications and organise and facilitate team ceremonies, ensuring effective ways of working across a team of 25.

Planning & capacity management — Facilitate team planning cycles and manage capacity, ensuring priorities are clear and resources are allocated effectively.

OKRs & internal projects — Define and manage team OKRs, and take ownership of ad-hoc internal projects as required to support the function's operational effectiveness

What good looks like

• Architecture forums arewell‑run, decision‑focused and respected.

• Papers are higher quality and require less rework.

• The team is well coordinatedandthere is clear measurement and reporting on objectives

• Decisions are documented, traceable and implemented.

• Fewer surprises late in delivery due to unresolved architectural risk.

• Standards evolve based on real delivery feedback, not theoretical design.

• Tooling and standards are adopted

Qualifications & experience

Essential

• Experience inenterprise architecture, architecture governance or assurance roles.

• Proven experiencechairing architecture or technical governance forums.

• Strong written and verbal communication skills, including clear documentation of decisions and actions.

• Ability to challenge constructively and maintain independence of judgement.

• Experience in business management (or adjacent roles).

Preferred

• Experience operating a centralgovernance function.

• Experience in large, global or regulated environments.