Engineering Operations Manager

Skills this role screens for

The work

About the role

We’re looking for an Engineering Operations Manager with previous SOX experience to lead large-scale engineering programmes and support engineering tribes with planning, coordination and operational improvements.

You’ll bring structure to complex programmes spanning multiple teams, turn broad priorities into clear delivery plans and help stakeholders resolve risks and dependencies. Alongside this broader remit, you’ll help engineering teams translate SOX requirements into coordinated action and establish sustainable ways of managing their control responsibilities.

This role suits someone who combines strong programme management with a practical, hands-on approach. You’ll be comfortable leading cross-functional initiatives, managing different stakeholders, partnering with engineering leaders and working through the operational details that keep programmes moving.

How we work

You’ll join a small Engineering Operations team, working across engineering and business functions. We bring clarity to complex work through practical planning, clear ownership and consistent follow-through.

You’ll partner with tribe leadership to strengthen planning and operational reviews, while working with control owners and colleagues in Risk, Compliance and Audit on SOX-related activities. You’ll coordinate delivery and provide visibility, with engineering teams and control owners retaining responsibility for technical decisions, control execution and evidence.

Also

What you’ll achieve

• Lead large-scale engineering programmes. Define outcomes, scope, workstreams and milestones, coordinating delivery across teams from initial planning through to ongoing operations
• Provide tribe-level Engineering Operations support. Partner with engineering leaders to strengthen planning, prioritisation, operational reviews and follow-through on commitments
• Coordinate SOX and IT General Controls audits . Bring structure to remediation planning, testing readiness and the transition from project completion to repeatable operational processes
• Manage risks and dependencies. Identify blockers early, clarify ownership and help stakeholders resolve competing priorities and decisions that affect delivery
• Build clear governance and reporting. Give stakeholders a dependable view of programme progress, remediation across teams and testing outcomes. Drive action and decision follow-through. Maintain clear accountability, escalate issues with their impact and help teams agree practical next steps
• Drives framework and owns internal training, awareness & communication.
• Improve operational processes. Use data and automation to reduce manual reporting and coordination, and make programme information easier to maintain and use
• Establish sustainable handovers. Ensure ongoing responsibilities, processes and ownership are clear when programmes move into business-as-usual operations.

Also

What you’ll bring

Previous SOX or ITGC programme experience is important for this role. You don’t need to meet every other requirement: if you bring relevant experience and are eager to develop further, we’d love to hear from you.

£92,000-£118,000k

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• A strong track record of independently leading large-scale technology programmes involving multiple teams and business functions
• Previous hands-on experience managing SOX or IT General Controls programmes, including coordinating engineering teams through remediation, testing or audit cycles
• An understanding of control ownership, evidence requirements and the distinction between implementing a change and having it validated for closure.
• Experience translating regulatory or audit requirements into practical delivery plans with technical and control specialists
• Experience working closely with engineering leaders on planning, priorities, dependencies and operational improvements
• The ability to turn ambiguous problems into clear plans and drive progress without relying on formal authority
• Strong stakeholder management and the confidence to challenge unclear ownership, incomplete plans and unsupported progress claims
• Clear communication, including the ability to facilitate difficult discussions and give leaders concise updates on progress, risks and decisions
• An analytical approach, with experience using data to identify problems, assess progress and improve ways of working