Job Description

I. POSITION DESCRIPTION

JOB TITLE

National Manager Transformation

GRADE

SVP

DEPARTMENT

Strategy Transformation

LOCATION

HO

SUB-DEPARTMENT

Strategic Transformation

TYPE OF POSITION

Full-time

REPORTS TO

Head of Strategy and Transformation

REPORTING INTO

Manager Transformation

II. ROLE PURPOSE OBJECTIVE

1. Drive large, bank-wide transformation programs for Ujjivan by translating strategic priorities into a clear transformation roadmap, delivery plans, and measurable benefits

2. The role will be accountable for delivering measurable impact on revenue, cost, productivity and customer metrics and others based on organizations priorities identified.

3. Own end-to-end program governance across key initiatives for identified programs, ensuring disciplined execution, risk management, and timely decision-making

4. Partner with Business/Functional Heads to ensure benefits realization through robust KPI frameworks, value tracking, and leadership reporting

5. Lead cross-functional change managementcommunications, capability building, and adoptionto ensure transformations are implemented effectively and scaled across the Bank

III. SIZE OF THE ROLE

FINANCIAL SIZE

NON-FINANCIAL SIZE

Assets Book size: 40000+ Cr.

Liabilities: 40,000+ Cr.

Number of portfolio products: 20+

IV. KEY DUTIES RESPONSIBILITIES OF THE ROLE

1. Business / Financials

Own and drive a portfolio of large, complex transformation programs aligned to Ujjivans strategic priorities to deliver measurable business impact

Track outcomes and benefits (financial and non-financial) through KPI dashboards, value trees, and benefits realization reviews

Drive timely leadership decisions on risks, trade-offs, and escalations to avoid delivery delays and ensure value realization

Provide structured updates to senior leadership and Board/Board sub-committees on progress, outcomes, and benefits delivered

2. Customer (Internal External)

Enable effective stakeholder management across Business, Operations, Technology, Risk, Compliance, Finance, HR, and external partners/vendors

Drive transparency through crisp communication on program progress, risks, and decisions required

Support leadership with transformation updates, deep-dives, and insights for better decision-making





Drive change management and adoption across teams through structured communication, training, and capability-building initiatives

3. Internal Process

Define program charters, workstreams, milestones, dependencies, and resourcing plans for all transformation initiatives

Ensure disciplined execution through robust planning and weekly/monthly governance cadence

Set up and run program governance (SteerCos, working groups, PMO routines), including decision logs, dependency management, and integrated reporting

Identify and manage risks/issues proactively, ensuring timely escalation and resolution

Standardize best practices, document learnings, and strengthen transformation delivery frameworks

4. Innovation Learning

Promote a culture of continuous improvement and data-driven decision-making across functions

Embed performance management routines to ensure sustained impact of transformation initiatives

Coach and guide team members and workstream leads to drive accountability, rigor, and delivery excellence

Build organizational capability by institutionalizing learnings and scaling transformation practices

V. MINIMUM REQUIREMENTS OF KNOWLEDGE SKILLS

Educational

Qualifications

Essential: Master''s degree in Business Administration (MBA) from reputed institution with specialization in Strategy, Finance, or Banking

Preferred: Additional professional qualifications such as CFA, CA, or equivalent

Alternative: Masters in Economics, Finance, or related field with demonstrated strategic experience

Experience Range (Years and Core Experience Type)

Minimum: 15-18 years of progressive experience in banking, financial services, strategic consulting or transformation role.

At least 3 years in delivering projects or bank level programs.

Certifications

Certifications in Transformation, Program Management, Strategic Planning, or Business Analytics will be advantageous

Functional Skills

Transformation Program Management: End-to-end delivery of large programs, workstream management,



dependency planning, RAID, governance and reporting

Business Case Benefits Realization: Value tracking, KPI design, benefits governance and course-correction based on outcomes

Digital Enablement: Ability to partner with Technology/Data teams on digitization, automation, workflow, and analytics-driven interventions

Change Management: Communication, training, adoption measurement and stakeholder readiness planning

Regulatory Controls Orientation: Working knowledge of banking regulations, risk/compliance considerations, and governance expectations

Behavioral Skills

Execution Orientation: Bias for action with strong follow-through and delivery discipline

Influencing Stakeholder Leadership: Ability to align senior stakeholders, manage conflicts and drive decisions across functions

Structured Problem Solving: Strong analytical thinking and ability to simplify complex issues into actionable plans

Communication: Crisp written/verbal communication for SteerCos/Board updates and organization-wide change communications

Resilience: Ability to work through ambiguity, changing priorities, and delivery risks

Collaboration: Proven ability to work effectively with cross-functional teams and external partners/vendors

Competencies

Transformation Leadership: Ability to mobilize teams, drive adoption and deliver sustained change

Program Governance Delivery Excellence: Robust rigor on planning, controls, reporting and benefits tracking

Stakeholder Change Management: Ability to influence diverse stakeholders and manage resistance effectively

Process Customer Centricity: Strong orientation towards simplifying journeys, improving TAT/quality and enhancing customer outcomes

Data-driven Value Focus: Ability to define metrics, track benefits and drive accountability for outcomes

Risk Controls Mindset: Understanding of operational/regulatory risk considerations while delivering change

VI. KEY INTERACTIONS

INTERNAL

EXTERNAL

Board and Board Sub-Committees

Bank-wide Committees on Products, Processes Governance

All Vertical / Functional Heads

Functional Product Teams

Industry Leadership Thought Leaders

Industry Forums (CII, IBA, SFB Associations etc.) / Consortiums

CEOs / Founders / Vertical Heads of Technology Vendors and Fintech Partners

📌 National Manager-Transformation (Bengaluru)
🏢 Ujjivan Small Finance Bank
📍 Bengaluru