Technology Delivery Lead — Accounting & Procurement Platforms

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The Technology Delivery Lead is accountable for the end-to-end delivery integrity of the entire change portfolio sitting on top of the Oracle Fusion ERP and Coupa S2P platforms — covering new-market roll-outs, uplift of existing markets, AI & innovation initiatives, and structural changes to the supporting ecosystem (data platforms, integrations, peripheral systems, governance tooling) — through to 2030.

The role exists to give the Platform Owner and the broader Technology organisation single-point visibility, single-point accountability and senior delivery leadership across a portfolio that today spans multiple concurrent programmes, multi-LBU waves, several external partners and a dense stakeholder map. It converts a fragmented, multi-vendor, multi-LBU delivery footprint into one governed portfolio with a unified plan, one risk view, one cutover discipline, one audit trail and one set of executive communications.

The role leads a team of Delivery Programme Managers / Project Managers (the "Delivery PMs") and is the Platform Owner's senior delivery partner — responsible for driving the decisions, exposing the trade-offs and shaping the recommendations that the Platform Owner takes into product, investment and governance forums.

Job Responsibilities

Portfolio Delivery Leadership Across Oracle & Coupa

Hold single-point delivery accountability for the full Oracle ERP and Coupa S2P change portfolio through 2030, including: ongoing wave roll-outs (Wave 2 — PLAI/PLT/PLUK; Wave 3 — Vietnam, CE Uplift, Eastspring uplift; Wave 4 — CLM, Taiwan, Africa, Bermuda/SAHI extensions), progressive uplift of remaining Regional Coupa markets onto the Strategic Coupa configuration, Strategic Coupa “rollout factory” sequencing alongside the Oracle programme, peripheral-system uplifts (UDP → OIC, SmartStream TLM, FDL/MDP), and AI & innovation deliveries.

Maintain a single, executive-ready portfolio plan — wave-by-wave, market-by-market, workstream-by-workstream — with named owners, critical-path dependencies, go-live dates, hyper-care windows and exit gates, refreshed on a fixed cadence.

Operate a unified RAID register across the entire portfolio with a clear escalation matrix into the unified Change Control Board, the Workstream Vendor Governance Committee and the Ecosystem Programme Steering Committee.

Programme & Wave Management

Lead the delivery of each Wave/Release as a single integrated programme — covering Functional Design, Technical Design, Build, Integrations, Data Migration, SIT/UAT, Dry Runs, Cutover, Go-Live and Hyper-care — ensuring the Wave Delivery Forum cadence, the Weekly Finance Product Forum and the Workstream Vendor Governance Committee are properly served with status, risks, change requests and decisions.

Own the end-to-end Change & Release pipeline at portfolio level: the intake of Local Fit Gaps, the qualification of Change Requests, the global vs local design split, the routing through the unified Coupa-Oracle Change Control Board, the prioritisation of the CR backlog and the protection of global design integrity.

Drive the operational discipline of the rollout factory — templated configuration, standard cutover, standard test packs, standard hyper-care — and progressively reduce the per-market unit cost as velocity scales.

Coordinate technical readiness across peripheral systems (HRIS / Workday, IAMPru, GL, SmartStream TLM, Coupa, FDL/UDP, middleware) at every Wave SIT, UAT, mock cutover, cutover and hyper-care phase.

Stakeholder Management — Internal & External

Be the senior delivery face of the Oracle and Coupa portfolio to Finance leadership (in-market CFOs, Financial Controllers, Group Finance), in-market Procurement leads, Risk, Internal Audit, External Auditors, and Group / Regional Technology leadership.

Coordinate delivery alignment with internal Technology teams — Infrastructure, Data Engineering, Test Centre of Excellence, Integration / Middleware, Identity & Access, Cyber & GISP, Architecture, Release Management and L1/L2 Production Support.

Lead the operational relationship with the external partner ecosystem — implementation System Integrators, the platform vendors, the external auditor and the managed-services partner. Run the partner performance cadence, the Statement of Work shaping, the Change Request commercial pipeline and the structured exit and IP-transfer plans.

Run the cross-market governance forums (Wave Delivery Forum, PHKL Weekly Delivery Forum, Coupa CR Forum, Vendor Governance Committee, Finance Product Forum) and ensure they deliver clean decisions, not status theatre.

Decision Support to the Platform Owner

Act as the senior delivery sounding board and decision-prep partner to the Platform Owner — converting raw delivery data, vendor input and stakeholder noise into evidence-anchored options, recommendations and confidence ratings ready for product, investment, governance and audit decisions.

Prepare the Platform Owner for C-suite, SteerCo, ExCo and Group Technology leadership engagements, owning the underlying analytical pack and the supporting evidence register.

Shape, draft and quality-assure the major investment, approval and assurance artefacts produced out of the portfolio — including Approval & Capital Requests, business cases, budget submissions and audit responses — to a consistent, governance-ready standard.

Protect the Platform Owner's L3 and product capacity by absorbing the delivery-leadership load and removing the single-owner dependency that currently sits over the portfolio.

Team Leadership — Delivery PMs

Lead, develop and own the delivery line of a team of Delivery Programme Managers / Project Managers, sized to the portfolio. The Technology Delivery Lead has full latitude to structure the team along the lines that best serve delivery (platform-aligned, wave-aligned, workstream-aligned, or a hybrid), and is accountable for the structure they choose.

Set delivery standards, performance objectives, career pathways and succession plans for the Delivery PM team; build a credible senior bench beneath the role.

Drive an upskilling agenda across Delivery PMs — Oracle ERP and Coupa S2P fluency, integration and data literacy, audit and risk discipline, vendor and SoW management, AI and intelligent-automation delivery, and modern delivery tooling.

Foster a culture of accountability, evidence, audit-readiness and transparency — and remove the friction that turns delivery teams into ticket-hammering teams.

Tangible Deliverables Under the Role's Care

Portfolio governance

• Single Oracle + Coupa portfolio plan refreshed monthly, with a 24-month rolling view to 2030
• Unified portfolio RAID register with named owners and escalation matrix
• Monthly Portfolio Status Pack and quarterly C-suite portfolio review pack
• Single set of Wave / Release gate criteria applied consistently across Waves 2, 3, 3.5 and 4
• Annual portfolio budget plan and quarterly re-forecast, in partnership with Finance & PMO

Wave & release delivery

• Wave 2 (PLAI / PLT / PLUK) — go-live April 2027
• Wave 3 — Vietnam, CE Uplift (14 entities) + Eastspring uplift (13 entities) + Bermuda / SAHI extensions
• Wave 3.5 / 4 — CLM, Taiwan, Africa, Shariah / Takaful
• PHKL Oracle + Strategic Coupa go-live (Oct 2026) hyper-care closure
• Regional Coupa → Strategic Coupa progressive uplift of remaining markets through 2030
• Standard Wave Playbook — config templates, cutover runbook, test packs, hyper-care kit
• Wave-by-wave cutover plan, dry-run plan and go/no-go pack

Change, release & governance artefacts

• End-to-end CR pipeline view (Local Fit Gaps → CR qualification → Impact Assessment → CCB → Build → UAT → Deploy)
• Quarterly CR Forum approvals pack and CR commercial pipeline
• Wave 2 / Wave 3 Statement of Work and amendment management
• Vendor performance scorecards into the Workstream Vendor Governance Committee

AI & innovation

• Single AI & Innovation roadmap synchronised with the Oracle and Coupa wave plans
• Use-case backlog with prioritisation, business case, governance pattern and rollout plan
• Quarterly AI delivery review pack
• Embedded AI governance pattern (model risk, data classification, audit trail)

Executive & investment artefacts

• Approval & Capital Request packs for portfolio investment decisions
• SteerCo, ExCo and C-suite decks for the Oracle & Coupa portfolio
• Group Technology Portfolio Committee submissions
• Annual portfolio business case and benefits tracking

Audit, risk & assurance

• Consolidated audit response pack across SOX / ITGC, external audit and internal audit reviews
• Open audit-finding register with remediation progress and confidence rating
• Pre-cutover audit-readiness reviews
• Risk Register at portfolio level with monthly review cadence

Operational readiness

• Hyper-care entry / exit criteria for each wave and each market
• Run-book / SOP completeness register at each go-live
• Transition-to-BAU plan for each market (with the unified L2 and the Platform Owner L3 layer)
• Single-source delivery dashboard for the entire portfolio

Qualifications & Experience

• 15+ years in technology programme and portfolio delivery, with at least 8 years leading multi-country, multi-workstream ERP or S2P programme portfolios at regional or global scale.
• Demonstrated track record of running large-scale, multi-wave Finance Technology transformation programmes — ideally Oracle Fusion ERP or SAP ERP, sequenced across multiple markets — with full life-cycle ownership from design through hyper-care.
• Proven experience leading a team of senior Delivery / Programme Managers across concurrent waves, including resource planning, performance management and capability build.
• Fundamentals grounding in Finance technology end-to-end: General Ledger, Subledgers, Procure-to-Pay, Expenses, Supplier management, Bank reconciliation, Data platforms, AP/AR integration with the GL, and the surrounding peripheral landscape.
• Demonstrated experience managing external implementation partners, managed-services partners and external auditors under SLA-governed Statements of Work, including SoW shaping, performance scoring and structured exit / IP-retention planning.
• Experience operating under SOX / ITGC and broader audit and regulatory environments, with comfort handling external audit engagements and remediation cycles.
• Experience delivering AI, agentic or intelligent-automation features inside enterprise platforms, ideally within an ERP / S2P context, with strong understanding of model risk, data governance and audit pattern requirements.
• Track record of senior stakeholder management across Finance, Procurement, Risk, Audit, Group Technology and external vendors, including comfort operating in C-suite forums.
• Bachelor's degree in Computer Science, Engineering, Information Systems, Finance or a related discipline; postgraduate qualification (e.g. MBA) or relevant professional certifications a strong plus.

Skills & Capabilities

• Senior delivery leadership — operates as a true portfolio leader, not a project administrator; sets standards, holds the line on quality, and converts noise into decisions.
• Strong programme & portfolio management discipline — wave planning, critical-path analysis, dependency mapping, RAID, gate governance, cutover and hyper-care management.
• Strong vendor and commercial acumen — SoW shaping, SLA design, intercompany recharges, vendor performance frameworks, IP-retention strategy and structured System Integrator / managed-services exit planning.
• Functional and technical literacy on Oracle Fusion ERP and Coupa S2P sufficient to challenge design, integration and test decisions credibly without owning them — partnered tightly with the Platform Owner who retains product ownership.
• Strong service-management discipline (ITIL) — incident, problem, change, release, knowledge and major-incident management — and a clear understanding of how the L1 / L2 / L3 boundaries shape delivery and hyper-care.
• Strong analytical and decision-prep instincts — able to take raw data, vendor input and stakeholder views and produce evidence-anchored options, recommendations and confidence ratings ready for executive consumption.
• Excellent executive communication — able to translate complex multi-LBU, multi-vendor delivery realities into a crisp C-suite narrative and into plain language for end-users.
• Calm under pressure, high-accountability leadership style, with the maturity to handle incidents, audit pressure, vendor escalations and parallel cutovers without losing portfolio shape.
• Comfort with modern delivery, governance and reporting tooling, and a strong instinct to professionalise governance, protect the Platform Owner's capacity, and turn recurring delivery friction into structural portfolio improvements.

Prudential is an equal opportunity employer. We provide equality of opportunity of benefits for all who apply and who perform work for our organisation irrespective of sex, race, age, ethnic origin, educational, social and cultural background, marital status, pregnancy and maternity, religion or belief, disability or part-time / fixed-term work, or any other status protected by applicable law. We encourage the same standards from our recruitment and third-party suppliers taking into account the context of grade, job and location. We also allow for reasonable adjustments to support people with individual physical or mental health requirements.