Head of Transactional Banking Technology

Role purpose We are building a differentiated Corporate Banking proposition in the UK, where transactional banking is a core pillar of our client offering. The Head of Transactional Banking Technology will lead the engineering and delivery capability responsible for building Corporate Transactional Banking features on the core banking platform, while integrating with other enterprise teams and platforms for payments processing, digital channel features, onboarding and client enablement. The role will also be responsible for embedding AI-enabled engineering practices and leveraging AI to reimagine how transactional banking capabilities are delivered and experienced. Role Context The Transactional Banking Technology portfolio will operate as a focused technology capability for Corporate Banking. It will own the delivery of transactional banking features on the core banking platform only, while relying on specialist enterprise platforms and teams for payments processing, cards, digital channels, onboarding and other client enablement capabilities. This role is responsible for establishing a high-performing squad, creating clear ownership, reducing delivery friction and ensuring that the application layer for Corporate Transactional Banking can scale safely, securely and commercially.

Key responsibilities

1. Lead the transactional banking technology capability

Establish and lead a dedicated technology squad focused on Corporate Transactional Banking.

Own delivery of transactional banking features on the core banking platform, including accounts, fees, overdrafts, servicing and related transactional capabilities.

Define and execute the technology roadmap aligned to the Corporate Banking strategy and launch priorities.

Create clear ownership, delivery accountability and operating rhythm for the squad.

2. Deliver at pace on the core banking platform

Ensure the squad delivers robust, scalable and production-ready transactional banking capabilities.

Operate within a thin platform model, owning the Corporate Transactional Banking application layer while remaining aligned to the core banking architecture.

Drive delivery discipline across planning, sequencing, engineering quality, testing, release management and operational readiness.

Reduce dependency and contention with shared platform teams where it impacts Corporate Banking delivery velocity.

3. Integrate across enterprise platforms

Act as the technology integrator across payments, digital channels, onboarding, client enablement, cards, operations and servicing teams.

Ensure end-to-end client and operational journeys are coherent, resilient and scalable across multiple platform owners.

Promote API-first, reusable and platform-aligned integration patterns.

Avoid duplication of capability while ensuring Corporate Banking has the features required to compete effectively in the UK market.

4. Provide senior engineering and architecture leadership

Set high standards for engineering quality, resilience, security, observability and maintainability.

Embed modern software delivery practices including agile delivery, DevOps, CI/CD, test automation and cloud-native engineering.

Partner closely with enterprise architecture and platform teams to ensure pragmatic, scalable solution design.

Make informed trade-offs between speed, quality, complexity, resilience, risk and long-term maintainability.

5. Build and lead a high-performing team

Recruit, develop and lead a high-performing, outcome-focused engineering squad.

Create a culture of ownership, accountability, engineering excellence and continuous improvement.

Ensure the team has the right mix of technical capability, product understanding and delivery discipline.

Work effectively across UK, South Africa, Mumbai and other delivery locations where required.

6. Champion AI-enabled engineering and delivery

Embed AI-enabled tooling and practices across the engineering lifecycle to improve speed, quality and productivity.

Drive adoption of AI-assisted coding, testing, documentation, analysis and operational support practices.

Continuously evaluate emerging AI capabilities that can improve developer effectiveness and reduce delivery cycle times.

Ensure responsible, secure and controlled use of AI in line with enterprise standards and regulatory expectations.

7. Reimagine transactional banking through AI and innovation

Stay abreast of AI, FinTech and platform developments relevant to UK Corporate Transactional Banking.

Identify opportunities to modernise traditional transactional banking journeys using AI, automation and data-driven insight.

Work with product and business teams to turn AI opportunities into tangible client, operational and commercial outcomes.

Champion a culture of experimentation that challenges conventional banking product design while remaining grounded in risk, control and regulatory realities.

8. Partner with the business and senior stakeholders

Act as the senior technology partner to Transactional Banking and Corporate Banking leaders.

Translate business strategy into clear technology priorities and delivery plans.

Communicate progress, trade-offs, risks and dependencies clearly to senior stakeholders.

Ensure technology delivery remains closely linked to client value, commercial outcomes and operational readiness.

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