Case Study - Process Architecture & Governance Leader
Alan Herrity | March 17, 2026
Case Study - Process Architecture & Governance Leader
Role
Process Architecture & Governance Leader
Client Industry
Banking.
The Challenge
As part of a court-enforceable undertaking, our client needed to strengthen its organisational capability in process architecture and governance.
The mandate required the appointment of a senior leader responsible for ensuring the organisation could evolve the systems and processes required to operationalise new ways of working and meet regulatory obligations.
Given the regulatory sensitivity of the initiative, the search was conducted under strict confidentiality.
Our Solution
Momentum Search & Selection partnered closely with the General Manager of Strategic Enablement and Operations to deliver a targeted, insight-led executive search.
Our approach included:
- A comprehensive Melbourne market search targeting leaders with experience delivering similar system and process uplift on regulatory initiatives.
- Rigorous candidate assessment to ensure alignment with regulatory, operational and organisational change requirements.
- Presentation of a fully assessed shortlist of qualified candidates, engaged under non-disclosure agreement.
Building Enterprise Process Governance to Support Regulatory Transformation
The Result
Despite a limited specialist market, all shortlisted candidates were interviewed.
The process resulted in the successful appointment of a Process Architecture and Governance Leader to strengthen the organisation’s capability to meet its regulatory obligations and operational transformation objectives.
This assignment is another example of Momentum Search & Selection’s
ongoing partnership with this client, where we have successfully delivered several strategic leadership appointments, many of which have been conducted under confidential conditions.
Case Study - Test Director - Core Banking Migration
Case Study - PMO Director – Confidential Initiative
Case Study - Program Director – Core Banking & Operations
Case Study - Innovation and Accelerated Delivery Director
Case Study - Director - Enterprise Testing
Case Study - IT Director – Application and Technical Services
Case Study - Program Manager, Data Centre Exit Program
Case Study - Senior Manager, Enterprise Data
Appointing Interim Program Leaders Early Shapes Better Outcomes Organisations rarely struggle to agree which programs matter. Where they often struggle is deciding when to bring a senior delivery leader into the conversation. Recently, an Executive asked me for advice on how to structure and resource a critical program of work. The organisation is still at an early stage. The business case was being drafted, funding discussions were ongoing, and there was understandable desire to ensure success. The question wasn’t about whether leadership was required. It was about timing. My view was clear: the right Program Director should be involved as early as possible to help you shape success. The risk of waiting too long In some programs, senior delivery leadership is introduced once funding has been approved and the initiative is formally underway. By that point, key decisions have already been made. Assumptions have already been made; Timelines, budgets, and benefits are often framed around optimism rather than delivery reality. When a Program Director joins at that stage, they inherit constraints rather than help shape success Their role becomes one of mitigation rather than design. This is rarely intentional. It’s usually driven by a desire to control cost or avoid “over-engineering” too early. But in practice, delaying leadership often creates the very inefficiencies organisations are trying to avoid. What early hiring enables Bringing an experienced Program Director in early changes the nature of the conversation. Instead of planning in isolation, organisations benefit from delivery-informed thinking at the point where it matters most. At an early stage, the right interim leader can help: Shape a credible business case grounded in what is realistically deliverable. Clarify the level of funding required and the benefits that can genuinely be achieved within that investment Define the team, skills, and capability required to deliver, rather than retrofitting roles later and potentially blowing out budgets which were incorrect in the first place. Identify the organisational change impact early and work with the change practitioner/team to ensure success. Why interim leadership is often the right choice For many organisations, this level of program leadership capability doesn’t exist in-house, particularly for niche initiatives. Even where strong leaders are available, they are often already committed to existing priorities. Interim Program Directors offer a practical alternative. They bring a wealth of expertise, sector-specific experience, and the ability to operate independently of internal politics. Importantly, they can focus on setting the program up for success without the land and expand model of the consultancy world. Used well, interim leadership at this stage is not an added cost. It is an investment in clarity, realism, and better decision-making. Shifting the mindset The organisations that consistently deliver complex programs well tend to share one characteristic. They involve delivery expertise early, before plans become fixed and difficult to challenge. They treat program leadership as a strategic design input, not just a delivery function. That shift in mindset often determines whether a program starts with momentum or spends its early phases recovering from avoidable missteps. A question worth considering If you’ve been involved in shaping or sponsoring major programs, you’ll likely have seen both approaches in action. When have you seen prompt hiring of an Interim Program Director materially improve the outcome of a program? And where has waiting too long made recovery harder than it needed to be? Those experiences are often where the most valuable lessons sit. Please contact Alan Herrity to explore this topic further.
Why detailed assessment and candidate preparation is key to success Every so often, a comment from a candidate makes you pause. Recently, a Transformation Executive said something which made me proud. “I’ve worked with a lot of search firms. You’re the most thorough person who’s ever represented me.” A moment later, they added: “I’ve never been prepared for an interview in the way you prepare your candidates.” It’s always good to receive this kind of feedback, but it also reinforces something I’ve believed throughout my career: preparation isn’t a nice-to-have in Executive Search. It is fundamental to producing strong outcomes for both clients and candidates. What “thorough” really means At Momentum Search, our work is built on a simple premise: A successful search depends on the clarity of the brief, the rigour of the assessment, and the level of preparation given to every candidate we put forward. To do that well, we focus on two types of competency. Functional competencies These are the capabilities required to do the job – the technical skills, experience and executional ability. Years of service or industry background can provide useful context, but they’re not competencies. We look for evidence of what someone has actually delivered. Behavioural competencies This is how a leader operates: their judgement, resilience, communication style, and ability to lead through ambiguity. In many cases, these behaviours determine whether someone, will not only succeed in a role, but positively shape the organisation. How we assess candidates We test both competency sets at three points in the process: An initial call to understand the individual and set expectations. A structured, evidence-led interview - virtual or in person. Comprehensive preparation before any client meeting. At each stage, we’re looking for alignment to the brief, not a polished performance. Candidates deserve support - but they must also be challenged. Getting that balance right is part of the craft. A straightforward philosophy Our approach doesn’t need to be complex. We find the strongest talent available. We test and prepare them properly. We help them perform at their best for our clients We build long-term partnerships on the back of consistent delivery. When clients and candidates allow us to be thorough, the search process becomes clearer, faster, and more reliable. Everyone benefits from a higher standard. Preparation isn’t our differentiator. It’s the foundation of everything we do. Please contact Alan Herrity to explore this topic further.