At TRI, our mission is to make Risk-Based Quality Management (RBQM) simple, making it accessible, understandable, and actionable for clinical trials of any scale and complexity. We develop innovative technologies and simplified solutions to empower research organisations and sponsors, ensuring the highest standards of trial integrity and participant safety. 

 
We are seeking an accomplished Head of PMO to lead TRI’s Value Creation Plan (VCP) projects, drive delivery excellence across the Senior Leadership Team (SLT), and own the design and rollout of TRI’s future Target Operating Model (TOM) covering systems, processes, decision making frameworks, team structures, handoffs, and how the organisation works end to end. 

This role demands someone who is equally strong in: 

• Execution(getting projects delivered),
• Governance(bringing clarity and discipline), and
• Strategy & Design(operating model thinking, organisational optimisation).

It is a senior, influential role that helps shape how TRI scales. 

Key Responsibilities 

Enterprise PMO & Value Creation Plan (VCP) Delivery 

• Own and operate the enterprise-wide PMO, overseeing all strategic and cross‑functional initiatives.
• Lead the full lifecycle delivery of the Value Creation Plan (VCP).
• Establish clear prioritisation, sequencing, and dependency management across initiatives.
• Oversee initiative budgets, benefits tracking, and ROI realisation.
• Define and track outcome-based KPIs for all strategic programmes.
• Implement a disciplined operating rhythm for planning, reviews, escalation, and decision-making forums.
• Produce concise, decision-ready reporting for the SLT, Executive Chair, CEO, and Board.
• Actively manage risks, issues, and trade-offs, ensuring timely escalation and resolution.

Chief of Staff – Executive Chair & CEO 

• Drive follow-through and execution of Board and Executive actions.

• Coordinate and quality‑control Board packs, strategic papers, and executive updates.
• Ensure clarity of decisions, actions, ownership, and timelines across the Executive agenda.
• Support the Executive Chair and CEO in preparing for strategic meetings, off-sites, and reviews.
• Act as the central coordination point across the SLT on strategic priorities.
• Provide structured analysis, synthesis, and insight on key topics.
• Maintain a strong focus on execution and delivery, not diary management.

Transformation Programme Leadership 

• Serve as programme owner for major enterprise-wide transformation initiatives.
• Design and lead high‑priority transformation programmes in partnership with the CEO and Board.
• Apply structured methodologies (e.g., Lean, Six Sigma, process redesign, change management) to drive efficient delivery.
• Work hands-on with functional leaders to remove barriers, accelerate progress, and embed long‑term change.
• Lead the initial transformation of the Target Operating Model (TOM), including: 
  • Operating cadence and governance
  • Clear accountabilities and decision rights
  • Scalable, efficient end-to-end processes
• Transition to enforcing and operating within the TOM once implemented.

Success in the First 12 Months Looks Like 

• A fully operational PMO environment with governance, cadences, reporting, and clarity.
• SLT aligned, accountable, and consistently delivering against priorities.

• A complete review of TRI’s “asis” operating model with gaps, issues, and opportunities clearly defined.
• A signed off Target Operating Model with a clear roadmap.
• Execution of the first wave of TOM improvements, with measurable uplift (e.g., reduced cycle time, fewer handoff failures, better clarity/ownership).
• TRI is functioning with greater operational predictability, speed, and alignment.