Interim Transformation Director

About this role

A defining opportunity for a practical charity leader - Help an established bereavement charity build a sustainable future. Interim Transformation Director Help an established bereavement charity build a sustainable future and reach more people across London. LOCATION: London Hybrid by agreement REPORTS TO: Chair and Board Director-level role PROBATION: 3 months The opportunity CCIWBS is an established charity providing accessible, professional counselling and support to people experiencing bereavement and loss.

Our services have enabled people to receive counselling who might otherwise face financial barriers. We have recently widened our charitable objects so that we can support people experiencing different forms of loss and extend our reach across London. This creates a genuine moment of opportunity, but also a clear challenge: we need a sustainable operating and income model that protects what is valued today while enabling the charity to grow with confidence.

We are looking for an experienced, entrepreneurial and hands-on leader who can turn that ambition into a deliverable plan. You will bring strategic judgement, commercial and financial awareness, and the willingness to do the practical work, from building financial models and writing bids to developing partnerships and strengthening our profile. What makes this role distinctive · Visible impact: your work will directly shape the charity’s future sustainability, reach and social impact.

· Real scope to build: our expanded charitable objects create space to test new services, partnerships and sources of income. · Strategy with delivery: this is not an advisory assignment. You will lead the thinking and personally drive implementation. · A collaborative leadership model: you will work alongside the Charity Director, who leads clinical services and operational delivery, ensuring that change is clinically appropriate, achievable and financially sound.

· Board-level influence: you will report directly to the Chair and Board of Trustees and help them make well-evidenced choices about priorities, risk and investment. What success could look like after 12 months The precise priorities will be agreed following an initial diagnostic, but we would expect the postholder to have: · established a clear, evidence-based transformation plan, with realistic milestones, ownership and measures of success; · developed an affordable and credible business model, supported by robust budgets, forecasts and service-level financial analysis; · created and actively managed a diversified fundraising and income pipeline, with strong proposals submitted and relationships built; · tested and progressed viable opportunities for new services, partnerships, commissioned work or earned income; · strengthened the charity’s positioning, communications, referral networks and digital presence across London; · put in place practical systems, capabilities and handover arrangements so that progress can continue beyond the appointment.