Portfolio leadership
Lead the development of a £15-30bn customer development portfolio, ensuring clear visibility of scope, maturity, risk, cost, schedule, constraints and delivery-readiness.
Establish a consistent view of customer development status across regions, projects and strategic customers.
Ensure customer development activity is aligned to PS&D’s direction towards One Portfolio, One Standard, One Process.
Provide senior leaders with clear, evidence-led insight into project maturity, portfolio risks, choices and required interventions.
Customer and commercial leadership
Lead senior engagement with strategic customers, managing complex conversations on scope, cost, schedule, engineering options, constraints and route to delivery.
Balance customer ambition with network capability, regulatory obligations, consumer value and credible delivery outcomes.
Ensure customer propositions are transparent, compelling and grounded in robust engineering and commercial evidence.
Represent the customer development portfolio in senior internal and external forums.
Whole-system engineering and solution development
Ensure customer solutions are considered at whole-system level, reflecting the needs of both new and existing network infrastructure.
Ensure optioneering and development decisions consider deliverability, operability, resilience, sustainability, safety, environmental impact and long-term network outcomes.
Build confidence that engineering solutions are credible, robust, proportionate and aligned to regulatory and governance expectations.
Work closely with System Development, Network Design, Delivery and Regulation to ensure development choices are joined-up and capable of progressing into delivery.
Cost, schedule and readiness capability
Lead the development of stronger cost, schedule, risk and project controls capability across Customer Development.
Ensure customer projects have clear, credible and appropriately assured cost and schedule propositions before sanction or customer commitment.
Improve consistency in forecasting, maturity assessment, development documentation and handover quality.
Support the development of portfolio-wide controls, dashboards and reporting that enable clearer executive decision-making.
Governance, assurance and investment confidence
Own the assurance of customer development inputs into investment cases, including scope, optioneering, cost, schedule, risk, benefits, delivery assumptions and customer impacts.
Ensure governance and development evidence are robust, auditable and aligned to BP500-NGET, relevant investment processes and regulatory expectations.
Strengthen controls across development decisions, escalations, approvals and transition into delivery.
Support PS&D in building external credibility through disciplined, evidence-grounded portfolio narratives.
People, capability and transformation
Lead and develop a geographically dispersed Customer Development team through a significant transformation journey.
Build the capability, confidence and standards required to operate at increasing scale, pace and complexity.
Create clear expectations for development quality, customer leadership, engineering discipline, cost and schedule ownership, and cross-functional collaboration.
Role model enterprise leadership across PS&D, working across boundaries to solve portfolio-level challenges.
