IT Project Manager in Banking (m/f/d)

Mochikabu; Deutschland; A distancia; EUR 90.000 - 130.000; Jornada completa

Descripción de la vacante

Mochikabu is seeking a senior Transformation Manager to lead strategic core banking transformations, directing large-scale IT migrations and cross-functional streams with a focus on delivery quality, timeline, and stakeholder alignment. You will coordinate PMO structures, manage budgets, and communicate with steering committees.

The ideal candidate has extensive experience in regulated banking, MaRisk and DORA, and holds certifications such as PMP, Prince2 or Scrum Master, with fluency in

Formación

• Proven track record managing IT transformation programs in banking environments.
• Deep knowledge of banking processes, MaRisk and DORA.
• Professional certifications (PMP, Prince2, Scrum Master).
• Excellent communication in English and German.

Responsabilidades

• Direct steering of large-scale IT migrations and integrations in the financial services sector.
• Coordination of PMO structures, resource allocation, and budget control.
• Managing stakeholder communications and aligning steering committee resolutions.
• Identifying program risks and driving operational mitigation workstreams.

Conocimientos

IT transformation programs in banking

Regulated banking environments

Stakeholder communication

English & German fluency

Educación

PMP

Prince2

Scrum Master

MaRisk familiarity

DORA familiarity

Descripción del empleo

Lead strategic core banking transformations, manage cross-functional streams, and secure delivery quality, timeline, and stakeholder alignment.

Role Responsibilities

• Direct steering of large-scale IT migrations and integrations in the financial services sector.
• Coordination of PMO structures, resource allocation, and budget control.
• Managing stakeholder communications and aligning steering committee resolutions.
• Identifying program risks and driving operational mitigation workstreams.

Your Profile

• Strong track record managing IT transformation programs in regulated banking environments.
• In-depth knowledge of banking processes, compliance frameworks (MaRisk, DORA), and interfaces.
• Professional certifications (e.g., PMP, Prince2, Scrum Master).
• Excellent communication skills with fluency in English and German.

Application

Ready to lead transformation?

Reference projects across banking, platform business, and financial operations.

Avaloq

Amazon

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Detailed Perspective

How we drive production readiness in transformation programs

Production readiness is not created by a single kickoff or a final acceptance milestone. It is the result of disciplined control across the full program lifecycle. In our engagements, this starts before implementation: we sharpen the target state, prioritize business-critical processes, and define non-functional requirements that cannot be compromised. These include scalability, security, operational reliability, decision traceability, and explicit governance roles. Without these foundations, transformation programs become expensive, slower, and increasingly difficult to steer under real constraints.

A key success factor is translating strategy into concrete delivery mechanics. This means operating through measurable indicators that capture both business impact and engineering execution quality. Typical metrics include change request lead time, release stability, post-deployment incident rates, automation coverage in testing, and component reuse across platforms. Only when these indicators are transparent and consistently tracked can leadership teams intervene early, rebalance priorities, and maintain momentum without losing quality or control.

In parallel with delivery, we engineer operational readiness from the outset. This includes runbook development, escalation paths, monitoring models, service boundaries between internal and external teams, and clear ownership for ongoing support. In regulated industries, traceability and auditability are mandatory. For that reason, architectural decisions, risk assessments, and control points are documented continuously, not retrospectively. This approach significantly reduces friction during audits, operational handover, and organizational changes after go-live.

Organizational effectiveness is another major lever. Many programs do not fail because of technology limitations, but because responsibilities are unclear and decisions are delayed. We therefore establish a lean but binding governance model with fixed decision cadences, escalation rules, and explicit ownership for each delivery stream. This increases speed during critical phases while preventing unresolved issues from drifting between business, IT, and delivery partners. In practice, the clearer the accountability model, the stronger and more predictable the delivery output becomes.

To ensure long-term sustainability, we invest deliberately in capability transfer. That includes role-based pairing, structured handover packages, training formats for operational and business teams, and maintainable technical documentation. This step is essential if organizations want real independence after implementation. A professional transformation does not end at go-live; it ends when internal teams can confidently operate, improve, and scale the delivered solution without hidden dependency on external support.

The result is an execution platform that links strategic intent with operational reality: reliable roadmaps, stable releases, controlled operations, and clear steerability for leadership. This combination is what makes a digital platform, service portfolio, or enterprise change program truly production-grade. Our standard is therefore not just strong concepts or modern design, but systems that perform under pressure and keep delivering measurable value over time.