Tech S&T_Transition Lead _Senior manager_GDSF04

At EY, you’ll have the chance to build a career as unique as you are, with the global scale, support, inclusive culture and technology to become the best version of you. And we’re counting on your unique voice and perspective to help EY become even better, too. Join us and build an exceptional experience for yourself, and a better working world for all. 

Job Title: Transition Lead – Senior Manager, EY GDS

Role Overview:
A project-critical Senior Manager position accountable for driving and managing the end-to-end transition of services in Project Orion, Rio Tinto’s Build-Operate-Optimise-Transfer (BOOT) programme. The Transition Lead defines and executes the transition strategy across all phases – from initial Build (knowledge capture) through Operate (stabilisation and optimisation) to final Transfer (handover to Rio Tinto’s Global Capability Centre). This role is outcome-focused and hands-on, ensuring every transition milestone and KPI is met while safeguarding service continuity and stakeholder confidence. The Transition Lead orchestrates complex, often challenging transitions, including potentially hostile or resistant scenarios, by enforcing structured processes (e.g., tollgates at stage boundaries), mitigating risks proactively, and resolving conflicts or escalations swiftly. Unlike a traditional coordination role, the Transition Lead owns the results of the transition – accountable for delivering a fully operational, high-performing offshore capability that can be safely transferred to Rio Tinto. Success means zero disruption to business, retention of critical knowledge, and a satisfied client prepared to adopt the new model.

Key Responsibilities:

• Transition Strategy & Planning: Develop and implement a comprehensive transition plan covering Build, Operate, Optimise, and Transfer phases of the BOOT model. Define the transition approach, timelines, and stage-gate criteria for each phase in consultation with Rio Tinto and internal programme leadership. Ensure the strategy addresses key areas: talent ramp-up, knowledge transfer, service continuity, and transfer readiness.
• Transition Execution & Governance: Lead the execution of transition activities across multiple product streams. Coordinate knowledge capture and transfer efforts, ensuring structured shadowing and reverse-shadowing processes are completed for each product. Track transition KPIs and tollgate metrics continuously, holding teams accountable to meet measurable entry/exit criteria before progressing to the next phase.
• Stage Gate Management: Facilitate formal tollgate reviews at critical junctures (e.g., end of Build/start of Operate, end of Operate/start of Transfer). Present evidence that readiness criteria are met (knowledge transfer completed, performance stable, documentation in place) and obtain sign-offs from stakeholders. Address any gaps by driving corrective action plans to satisfy exit criteria fully.
• Risk & Issue Leadership: Identify, log, and mitigate transition risks aggressively – from knowledge attrition and resource gaps to technical or process risks. Maintain a central RAIDD log (Risks, Assumptions, Issues, Decisions, and Dependencies) and ensure regular risk reviews with the Transition Management Office (TMO). Pre-empt “hostile” transition challenges by building contingency plans (e.g., backup SMEs, dual-run periods) to prevent disruption if incumbents resist or knowledge is initially lacking.
• Escalation & Conflict Management: Manage escalations and conflicts throughout the transition. If knowledge holders or incumbent vendors are uncooperative, implement communication and escalation pathways to client leadership swiftly. Resolve disputes or roadblocks (technical, process, or people-related) in a timely, diplomatic manner to keep transition efforts on track.
• Stakeholder Coordination & Communication: Act as the primary liaison for transition status between EY’s delivery teams, the TMO, and Rio Tinto stakeholders. Provide transparent, concise updates on progress, risks, and issues to both internal sponsors and Rio Tinto’s transition leaders. Conduct regular governance forums (e.g., weekly transition syncs, monthly steering committee updates) to align all parties and ensure client confidence remains high.
• Transition Team Leadership: Oversee and guide the EY transition support team (e.g., transition analysts, journey leads), ensuring tasks (documentation, training, process setup) are executed to plan. Foster collaboration with product pod leads, service delivery managers, and Rio Tinto’s transition counterparts to collectively achieve milestones.
• Knowledge Transfer & Retention: Ensure all critical knowledge is captured, documented, and transferred effectively. Validate that knowledge transfer sessions and training yield competent offshore teams (assessed via completion metrics and reverse-shadow success rates). Address any shortfalls (e.g., schedule extra sessions, bring additional SME support) to protect against knowledge loss.
• Transfer & Handover Readiness: Lead efforts in the Operate phase to optimise and stabilise services so that by Transfer, the offshore teams are running independently at agreed performance levels. Coordinate with Rio Tinto’s Group Services (GCC) to prepare for resource transfer or re-badging, including training, role mapping, and HR processes. Ensure all transfer prerequisites are met – performance KPIs achieved, documentation complete, and stakeholder approvals in place – for a smooth handover and acceptance by the client.

Key Deliverables / Outcomes:

• Structured Transition Plan & KPI Dashboard: A detailed transition roadmap covering Build → Operate → Transfer phases, along with a tracking dashboard of transition KPIs – for example, percentage of knowledge transfer completed, shadow phase proficiency levels, incident trends, and team readiness metrics – to measure progress and flag deviations early.
• Successful Stage Gates: Documented evidence of meeting stage-gate criteria at each phase, with sign-off by relevant stakeholders confirming phase completion. No phase progression without full readiness, ensuring controlled, risk-managed transitions.
• Minimal Service Disruption: Throughout the transition, zero critical service failures and maintained SLA performance. Specifically, no unplanned downtime or missed SLAs attributable to transition activities, and no escalated service disruptions – the transition should be effectively invisible to business end-users.
• Knowledge Continuity & Team Readiness: Completion of all targeted knowledge transfer sessions, with target competency levels achieved (e.g., high knowledge retention test scores). Offshore teams capable of independently handling operations by the end of the Operate phase (e.g., 85–90% of operations run without onshore support).
• Transfer-Ready Operations: A fully documented and stabilised service ready for handover – including complete runbooks, standard operating procedures, residual risk registers, incident logs, and post-transfer support plans. Final transfer acceptance by Rio Tinto achieved with no open critical risks.
• Stakeholder Confidence & Satisfaction: Rio Tinto stakeholders express confidence in the transition process and outcomes. Achieved through clear communication, managed expectations, and meeting all transition commitments, resulting in a positive perception of EY’s transition management.

Stakeholder Interactions:

• Internal (EY) Programme Leadership: Work closely with the Project Orion TMO Lead, Programme Lead, and Service Delivery Manager to align transition activities with ongoing delivery. Regularly update EY Engagement Partner(s) on transition status, highlighting risk areas or decisions needed to ensure leadership support.
• Rio Tinto Transition Counterparts: Engage daily with Rio Tinto’s transition sponsors, subject matter experts, and Group Services representatives. Coordinate knowledge transfer scheduling with Rio’s SMEs and ensure their buy-in and availability. Run joint risk workshops and readiness reviews with Rio Tinto’s transition leads to validate progress and address concerns collaboratively.
• Transition Management Office (TMO): Play a key role within the TMO framework, reporting into TMO governance. Consolidate inputs from various workstreams (talent, process, technical) and present an integrated transition view at TMO forums and Steering Committee meetings.
• Wider Project Team & Supporting Functions: Liaise with HR/talent teams on recruitment or re-badging plans for Transfer, with change management leads on stakeholder engagement or training communications, and with delivery pod leads to ensure knowledge capture doesn’t impede development. In escalated scenarios, interface with incumbent vendor teams or other third parties to drive cooperation (with client support when needed).

Required Experience & Skills:

• 10+ years of experience in large-scale IT transitions or managed services setup. Significant familiarity with outsourcing/offshoring transition programmes (for example, establishing new offshore delivery centres or executing BOT models). Must have led at least one end-to-end transition for a major programme, ideally as Transition Manager or equivalent, with full accountability for outcomes.
• Expertise in Transition Methodologies: Strong knowledge of transition frameworks, stage-gate processes, and KPI-driven governance. Able to design and execute knowledge transfer strategies (shadowing, reverse shadowing, dual-running) and set clear tollgate criteria for Build, Operate, and Transfer phases.
• Programme Management & Risk Skills: Highly skilled in programme management, with the ability to structure complex multi-track transitions and keep them on schedule. Demonstrated strength in risk management – identifying transition risks early (talent, process, technical, stakeholder) and implementing effective mitigations. Calm under pressure and capable of navigating unforeseen challenges without losing sight of end goals.
• Stakeholder & Change Management: Exceptional communication and interpersonal skills, especially in sensitive or conflict-prone situations. Proven ability to manage senior stakeholders’ expectations and diplomatically handle resistance or conflict – whether from incumbent teams or within a multifaceted client environment. Adept at cross-cultural collaboration, given the global nature of the programme.
• Domain Insight: Experience in IT delivery within industrial or highly regulated sectors (such as mining, energy, or manufacturing) is strongly preferred. Understands the unique transition challenges (for example, safety-critical systems, regulatory compliance, cultural adoption issues) in such settings and can tailor approaches accordingly.
• Education: Bachelor’s degree in Technology/Engineering or similar. Project management certifications (e.g., PMP, PRINCE2) strongly desired. Additional credentials in Transition Management, Organisational Change, or ITIL are a plus, demonstrating formal training in relevant disciplines.

Preferred Experience:

• Complex/Hostile Transitions: A track record of steering transitions in difficult circumstances – for example, taking over from an uncooperative incumbent vendor or transitioning staff amid organisational resistance – is highly valued. Able to cite examples where escalations were managed and hostility diffused, ultimately ensuring a successful transition against the odds.
• Global Capability Centre (GCC) Setup: Experience with establishing or scaling a Global Capability Centre (technology centre of excellence) for a client (especially in India for a multinational) provides invaluable context. Insight into talent retention and knowledge transfer in large carve-outs or outsourcing deals helps anticipate and avoid common pitfalls in transitions.
• Industry-Specific Transitions: Familiarity with Rio Tinto or similar mining/industrial digital environments is a bonus. Understanding the client’s internal structure and typical challenges (knowledge silos, safety or regulatory compliance, stakeholder alignment) can further enhance effectiveness in this role.
• Tooling & Analytics: Knowledge of transition management tools (for planning and RAIDD tracking) and ability to use data analytics to monitor transition health (for example, trend analysis of incidents or attrition). Experience using automation to support knowledge capture/transfer is an advantage.

Seniority Indicators:
As a Senior Manager, the Transition Lead is expected to operate with a high degree of autonomy and authority. This person will frequently represent EY to client executives on matters of transition progress and risk, requiring executive presence, confidence, and influence. They should demonstrate both strategic thinking and meticulous execution – balancing big-picture objectives (successful BOOT transfer) with day-to-day critical details (scheduling, RAIDD items). The role demands decisive leadership under pressure – a senior professional who can steer the team through uncertainty, inspire trust among stakeholders, and ultimately deliver a transition outcome that meets contractual and business objectives.

EY | Building a better working world 

 
EY exists to build a better working world, helping to create long-term value for clients, people and society and build trust in the capital markets.  

 
Enabled by data and technology, diverse EY teams in over 150 countries provide trust through assurance and help clients grow, transform and operate.  

 
Working across assurance, consulting, law, strategy, tax and transactions, EY teams ask better questions to find new answers for the complex issues facing our world today.