Lending Transformation - Finance & Operations (12 Months FTC)

Since 2004, we’ve been bringing investment ideas to life and connecting capital with the right people and opportunities. Today, we manage more than £2.5 billion for a broad range of investors across five key investment strategies: Private Credit, Social Housing, Clean Heat, Energy and Venture. These strategies underpin the innovative range of investments we offer to both private (retail) and institutional clients.

There are 230+ employees at Triple Point, all committed to leaving the world demonstrably better than we found it. That’s why we’re a certified B Corp, signed up to the Principles for Responsible Investment, and were named a Sunday Times 'Best Place to Work 2025 & 2026' .

I f this sounds like an environment where you would flourish, then read on…

The Function & Team

The Investment Finance and Operations team ensures the smooth financial and operational running of our investment platforms. They manage transactions, reporting and controls that underpin the performance and integrity of our funds and portfolios.

This team supports the Private Credit business, working closely with the Origination, Finance, Credit and Technology teams. A key priority is the management of the lending life cycle of a growing portfolio with a focus on enhancing existing processes, support and oversight of day-to-day tasks, emphasis on strong controls and accuracy, and enhancing data quality.

This role sits within Investment Finance & Operations and supports Lending Operations across a complex portfolio of loans and leases, multiple funds, legal entities and participation structures.

The Roles Key Responsibilities

The Systems Transformation Manager - Operations and Finance is the business-side owner for the hands-on delivery of the Lending Operations transformation agenda, with Aspire (our lending system) at its centre. Reporting to the Finance & Operations Director, the role translates business priorities into operational processes, system requirements, testing and implementation.

The role sits at the intersection of Operations, Finance and Technology, combining lending and leasing knowledge with accounting understanding and a systems mindset, ensuring changes work across the full operational and financial lifecycle rather than in isolation.

The role is the principal day-to-day business contact for the Aspire provider and works closely with Technology on configuration, integrations, environments, upgrades and releases. This is an operational, not technical development, role: accountable for defining business needs, validating the solution, and embedding it safely into BAU.

1. Transformation delivery and governance

Translate priorities agreed with the Finance & Operations Director into a delivery roadmap, backlog and implementation plan.

Own transformation workstreams from discovery through design, testing, implementation and handover, coordinating Operations, Finance, Technology and external providers.

Maintain proportionate delivery governance: scope, milestones, dependencies, risks, issues, benefits and escalation routes.

Provide concise progress reporting and escalate trade-offs or barriers promptly with recommendations.

2. Aspire business ownership and vendor management

Act as operational subject-matter owner for Aspire and connected lending tools, with direction from the Finance & Operations Director.

Own the business change backlog: capture problems and opportunities, define requirements and acceptance criteria, assess operational and accounting impacts, and support prioritisation.

Be the principal day-to-day business contact for the Aspire provider, driving issues and development requests to timely resolution.

Work with Technology on solution design, integration dependencies, environments, access, release planning and technical risk, while retaining ownership of the business outcome.

Build system knowledge across the team through documentation, knowledge transfer and controlled BAU handover, reducing key-person dependency.

3. New products and operational readiness

Partner with Origination, Credit, Portfolio, Finance, Legal and Operations to translate new products and transaction structures into end-to-end operating requirements.

Assess whether Aspire can support new loan or lease features (rates, currencies, fees, payment profiles, participations/syndications, amendments, restructures) and identify configuration or workarounds required.

Map front-to-back impacts across deal set-up, servicing, billing, cash, reconciliations, accounting, reporting, controls and documentation before launch.

Define operational readiness and go-live criteria, ensuring risks, ownership and contingency arrangements are explicit and approved.

4. Process, controls and BAU embedding

Map and redesign lending and leasing processes to simplify hand-offs, remove manual activity and strengthen control at source.

Ensure changes include maker-checker controls, delegated authorities, reconciliations, exception management, access controls and audit evidence.

Maintain process maps, operating procedures, control documentation, training materials and ownership records.

Plan and deliver training, cutover and hypercare; confirm BAU owners are ready and adoption is evidenced before closing a change.

Track benefits and post-implementation issues, completing root-cause analysis and feeding lessons into future delivery.

5. Accounting and financial integrity

Work with Finance to translate contractual economics and accounting treatment into correct Aspire configuration and downstream outputs.

Validate interest, fee, principal, tax and foreign-currency behaviours, including accruals, cash allocation, schedules, postings and general-ledger feeds.

Design test scenarios covering normal processing, amendments, exceptions, reversals, early settlements and period-end cut-off, with Finance sign-off for material impacts.

Investigate breaks between Aspire, banking records and Finance outputs, distinguishing process, data, configuration and integration causes and driving remediation.

Protect data quality for contractual terms, rates, fees, payment schedules, participations and lifecycle events through preventive and detective controls.

6. Testing, releases and issue resolution

Own the business testing approach for Aspire upgrades, fixes, enhancements, integrations and new-product configuration: scope, scenarios, scripts, test data, expected results and evidence.

Coordinate Operations and Finance subject-matter experts for user acceptance testing, ensuring regression coverage across core loan, lease and accounting outputs.

Triage defects with Technology and the external provider, assess business impact and severity, and recommend on release readiness.

Support controlled deployment, data validation, reconciliation and post-release monitoring, with rollback or contingency arrangements where needed.

Lead investigation of complex system incidents and recurring workarounds, maintaining ownership until the cause is resolved or formally risk-accepted.

7. Stakeholder partnership

Build trusted relationships across Operations, Finance, Origination, Credit, Portfolio/Relationship Services, Legal, Compliance, Risk and Technology.

Facilitate workshops that turn operational problems into clear decisions, requirements, process designs and accountable actions.

Communicate in business language across specialist teams, constructively challenging incomplete requirements, weak controls or solutions that don’t work end-to-end.

Support audit, assurance and governance activity by maintaining clear evidence of requirements, approvals, testing, implementation and control ownership.

Experience

Required:

Strong hands-on experience across the end-to-end lifecycle of lending and leasing products in private credit, asset finance, banking or a closely comparable regulated environment.

Practical experien