Senior Software Engineer

Digital Transformation \& AI Platform

Digital Transformation

Drive the enterprise AI platform's transformation agenda — turning strategic intent into a platform that internal teams and vendors can build on with confidence.

• Own the platform's integration strategy end-to-end —

translate business and regulatory objectives into integration patterns, API specifications, and service interfaces that let internal and vendor-built solutions plug into the platform consistently and securely.

• Shape how AI capability gets adopted across the bank —

define the onboarding pathway for new agents, bots, and AI services, whether built internally or delivered by external vendors, so adoption scales without creating fragmentation.

• Lead technical evaluation within market scans and RFI/RFP processes —

assess vendor and fintech solutions for integration complexity, scalability, and fit against the transformation roadmap, partnering with the Innovation/AIC team on business and cost evaluation.

• Translate policy into practice —

work with Risk/Compliance to convert enterprise AI governance policy into enforceable technical controls embedded in the platform, keeping the platform audit-ready as regulation evolves.

Delivery \& Stakeholder Management

Act as the technical owner inside the Innovation Lab — the person business stakeholders, vendors, and engineers all rely on to keep MVPs moving from idea to working prototype.

• Convert business-defined MVP scope into an executable plan —

shape solution design, integration approach, and a realistic build/test/deploy schedule that Agile Lab teams and vendors can commit to.

• Lead delivery of MVPs and pilots —

drive the cross-functional work (integration, API development, agent configuration) needed to bring a concept to a working prototype, directly executing where needed and coordinating vendor or engineering resources where not.

• Be the connective tissue between business and technical stakeholders —

represent technical feasibility and constraints in business conversations, and represent business priorities in technical ones, so scope decisions are made with full visibility on both sides.

• Build in security, scalability, and compliance from day one —

apply DevSecOps practices and platform governance standards throughout delivery so MVPs that graduate to full-scale rollout don't require rework.

Governance \& Risk Oversight

Keep leadership and governance bodies ahead of delivery risk — no surprises at checkpoints, no last-minute scrambles before scale-up.

• Maintain a live view of progress across all active MVPs —

track delivery status, integration blockers, and technical risk against timelines, and escalate early to the CTO and relevant stakeholders.

• Own governance checkpoint readiness —

ensure MVPs arrive at AIC governance reviews with the architecture, documentation, and controls already in place, so checkpoints move at the pace of the business, not the paperwork.

• Push back where the plan doesn't hold —

flag technical or delivery risk candidly, and challenge scope or timelines when the underlying design won't support them.

Production Readiness \& Business Case Ownership

Own the handover from pilot to production, and make sure the business case that follows is built on accurate technical ground.

• Prepare MVPs for enterprise rollout —

produce the documentation, integration specifications, and runbooks needed for a clean handover from pilot to production-scale deployment.

• Inform the investment case —

supply accurate technical scope, infrastructure, and integration cost estimates to support post-MVP business cases led by the Innovation Hub.

Architecture Oversight (Technical Foundation)

The credibility behind the role: enough hands-on architecture depth to earn trust from engineers and challenge vendors, even though the day-to-day is business- and delivery-facing.

• Cloud-native architecture and integration patterns —

REST, event-driven, and protocol-based integrations (e.g. MCP/function-calling equivalents), applied well enough to sanity-check designs, not necessarily to build them personally.

• AI/ML system literacy —

working knowledge of where LLMs, smaller/specialized models, RPA, and agentic workflows fit architecturally, enough to evaluate vendor claims critically.

• Regulated-industry data governance —

understanding of data governance, access control, and audit requirements, enough to know what 'good' looks like when reviewing vendor and internal designs.

• DevSecOps fluency —

familiarity with embedding security and compliance controls within CI/CD and platform pipelines, sufficient to hold delivery teams to the standard.

Qualifications

Experience

• 5–8 years spanning delivery leadership, digital transformation, or technical program management,

with a solution architecture or platform engineering background — someone who has moved from hands-on technical work into a broader delivery/transformation remit.

• Demonstrated ownership of getting a technical solution from MVP/pilot through to production-scale deployment,

in a regulated or enterprise environment.

• Experience managing or coordinating vendor relationships and RFI/RFP processes,

including technical evaluation of fintech or AI/automation solutions.

• Track record operating as the connective layer between business stakeholders, engineering teams, and governance bodies

in a fast-moving innovation or Agile Lab environment.

Skills \& Attributes

• Strong program and stakeholder management instincts —

comfortable driving a delivery cadence, managing competing priorities, and keeping multiple workstreams visible without close supervision.

• Credible technical foundation —

able to speak architecture fluently with engineers and vendors, even if not writing the specifications personally day-to-day.

• Strong written and verbal communicator —

able to produce governance-ready documentation and translate technical risk into business language for leadership.

• Comfortable operating with ambiguity and pace —

able to act as technical/delivery owner inside an innovation environment without requiring detailed direction.

• Effective across functions —

works well with Risk/Compliance, Innovation/AIC, external vendors, and engineering, and can flex communication style across all four.