Head of Digital Delivery & Governance

Job Title

Head of Digital Delivery & Governance

Ref #

59631

Date posted

Tuesday, October 27, 2026

Country

United Kingdom

Location

Woking

Business area

IT

Department

IT

Position level

3 - Head of (L -20)

Working time

Full Time

Contract type

Permanent

Working pattern

9am - 6pm Monday to Friday

What to Expect

The Head of Digital Delivery & Governance leads programme delivery for McLaren's digital initiatives. As we build a direct, lifelong relationship with our clients, our digital portfolio is growing fast in scale and ambition, from client facing platforms such as our website, app and configurator to the commercial systems that support our retail network. Product teams decide what is built and why, and engineering teams decide how it is built. This role makes sure the programmes that bring that work together are planned, coordinated, governed and delivered into the business. Leading a team of project leads, it is the central point of coordination between product, experience, engineering and platform teams, the wider business and our delivery partners. It exists so that commitments are kept, investment is well spent, risks are seen early, and every release is adopted by the people it was built for. The role sits within Commercial Technology & AI Enablement and reports to its Director.

What You'll Do

• Programme Leadership: Lead the planning and execution of McLaren's digital programmes, from investment approval through to launch, adoption and handover into support. Accountable for how programmes are run and landed; product and engineering teams remain accountable for what is built and how.

• Team Leadership: Lead, develop and deploy a team of project leads across the portfolio. Set clear standards for planning, reporting and risk, hold the team to committed dates, scope, cost and quality, and build a permanent, high performing delivery capability.

• Cross Team Coordination: Act as the central point of coordination between product, experience, engineering and platform teams, the wider business and delivery partners. Maintain one integrated plan, manage dependencies and resolve competing priorities quickly, escalating trade offs with a clear recommendation.

• Ways of Working: Establish one consistent way of working across delivery teams: a single, transparent system of work, a planning and reporting cadence aligned to executive decision points, and clear classification of demand so that effort follows priority.

• Business Partnering and Demand Management: Lead business partnering and provide a single point of entry for the business, including Sales, Aftersales , Marketing, the Retail Network and McLaren Special Operations, so that every request is qualified, prioritised and visible, and the business knows what will be delivered and when.

• Delivery Governance: Define and run governance matched to the size and risk of each initiative: stage gates, RAID, change control, release approval and post implementation review. Governance should enable good decisions quickly, not slow delivery down.

• Release and Business Readiness: Partner with engineering on release planning, and own business readiness for every release: user acceptance testing, cutover, retailer readiness, training and communications, and handover into support. Nothing goes live that the business is not ready to use.

• Delivery Partner Management: Hold delivery partners to their commercial and delivery commitments through statements of work, delivery KPIs, service levels, performance reviews and remediation, working alongside engineering, who own technical acceptance.

• Financial Management: