IAM Transformation Lead

A multi-company group is building its IAM capability across several portfolio companies, each with its own IT function. The governance framework, the target operating model and the IAM control set are designed, and selection of an IGA platform is in the last stages of an RFP.
This role takes that foundation and turns it into something that operates: a platform in production, applications onboarded, roles defined, and controls producing evidence on a cadence. It is a build role in a federated group, not the stewardship of an established function. The person joining inherits a programme in motion, with the design work done and the delivery ahead of them.
How the role operates
The function is new and has no precedent to inherit. There is no IAM function above this role to elevate into, and for most decisions there is no prior ruling to point at. The role sets its own agenda, brings its own proposals to the forums it runs.
The role leads a project team of two IAM business analysts and three IAM integration engineers. It is not a solo role, but it is the only role accountable for the outcome. The holder sets the team’s direction and priorities and carries the programme themselves, with no programme manager or PMO between them and delivery.
Purpose of the role
Own the IAM Target Operating Model end to end, from governance framework and control design through to delivery of the IAM platform and its adoption across the portfolio companies. Lead the IAM project team. Accountable for the group IAM maturity position and for the regulatory and internal compliance behind it.
Key responsibilities
Leading the team
Lead a project team of two IAM business analysts and three IAM integration engineers, setting direction, priorities and the expected standard of work.
Allocate the team across governance workstreams and platform integration, and rebalance as the programme moves from design into delivery.
Build the team’s capability in a function where most practices are being established for the first time.
Hold the implementation partner and any managed services to the same standard as the internal team.
Programme delivery and IAM platform
Set the IAM programme agenda and bring proposals and decisions to the governance forums, rather than waiting for direction.
Own delivery of the IAM platform implementation: scope, plan, milestones, budget and dependencies, with no PMO to carry them.
Direct the implementation partner and managed services alongside the internal integration capacity.
Translate IAM requirements into platform configuration, and own the decisions where the two do not match.
Own application onboarding across the in-scope portfolio: sequencing, connector delivery, testing and cutover.
Own the commercial relationship after signature, including licence metric, identity counts, true-ups and change control.
Report delivery progress, risks and decisions to the steering committee and to executive stakeholders.
Governance, policy and operating model
Own and maintain the IAM policies, standards and procedures.
Own the IAM Target Operating Model across process, tooling and organisation.
Define IAM decision rights, accountabilities and escalation paths, and keep them current as the function grows.
Ensure alignment with regulatory and internal requirements, including ISO 27001 and DORA.
Risk, control and compliance
Own the IAM control set: control objectives, design, execution cadence and evidence model.
Move the controls from design into operation, and from Test of Design through to Test of Effectiveness.
Own the IAM risk register and exception management.
Coordinate IAM audits and regulatory reviews.
Own the group IAM maturity position against the parent company’s IAM maturity framework, including the annual self-assessment and the agreed maturity trajectory.
Define and track IAM KPIs and maturity metrics.
Portfolio company engagement
Secure adoption of the group IAM operating model across the portfolio companies, each with its own IT function and its own priorities.
Get IAM domain owners, business owners and application owners named, and keep them engaged in reviews, approvals and authorization concepts.
Work with HR, service desk and infrastructure teams in each company on the joiner, mover and leaver process and the data behind it.
Operate through influence rather than line authority across company boundaries.
Role and access model
Own the business role model: design principles, taxonomy, eligibility and lifecycle.
Own authorization concepts across the in-scope applications, and the application criticality and entitlement risk classification behind them.
Own segregation of duties: rule design, conflict analysis and exception handling.
Oversight and reporting
Approve deviations and exceptions to IAM standards.
Provide guidance to the portfolio companies and application owners.
Report IAM pos