Chief of Staff

Lloyds Bank Foundation for England and Wales; Greater London; On-site; GBP 70,000 - 120,000; Full time

Job summary

Lloyds Bank Foundation seeks a Chief of Staff to the Chief Executive in England and Wales. You will test arguments, surface blind spots and provide candid challenge on decisions that matter most.

You’ll draft communications and Board papers, prepare the CEO for high-stakes moments, and represent them when their diary is full. You’ll drive cross-directorate priorities, keep leaders aligned and ensure decisions translate into action.

Qualifications

• Senior strategic or Chief of Staff experience in a complex, multi-stakeholder organisation.
• Proven ability to draft communications and board papers for senior leaders.
• Credibility with corporate, government and community audiences.

Responsibilities

• Serve as the Chief Executive’s principal aide and thought partner; test arguments, surface blind spots and provide candid challenge.
• Draft communications and Board papers; prepare the Chief Executive for high-stakes moments; represent them when needed.
• Move cross-organisational priorities forward, ensure accountability, and hand them to the right team.

Skills

Strategic leadership

Executive advisory

Stakeholder management

Excellent writing

Board-facing experience

ambition and judgment

Job description

Lloyds Bank Foundation is a charitable foundation with a clear and ambitious purpose: to ensure that everyone in England and Wales is In a Good Place. Our new ten-year strategy has launched and now comes the harder part: delivering it. We’re looking for a Chief of Staff to help our Chief Executive turn ambition into progress.

This is a new role, and an unusual one. You’ll be the Chief Executive’s principal aide and thought partner, testing arguments, surfacing blind spots and offering candid challenge on the decisions that matter most. You’ll draft their communications and Board papers, prepare them for high-stakes moments, and represent them when their voice is needed but their diary is full.

You’ll also hold the work that has no natural home. When a priority cuts across directorates or lacks an owner, you’ll move it forward and hand it cleanly to the right team. You’ll help keep leaders aligned, make sure decisions become action, and spot problems before they escalation.

Externally, you’ll steward the Chief Executive’s most important relationships across Lloyds Banking Group, our sister foundations, government and the wider sector, so opportunities are seized rather than left to lapse.

What you’ll bring:

• Senior strategic, operational or Chief of Staff experience in a complex, multi-stakeholder organisation
• A track record of extending a chief executive’s capacity: drafting for them, representing them and seeing cross-organisational work through
• Board-facing experience and credibility with corporate, government and community audiences
• Excellent writing: brief, clear and honest
• Sharp strategic judgement and comfort with ambiguity
• Understanding of the social impact sector, or the appetite to learn it fast

How you work matters just as much. You’ll be discreet, politically astute and motivated. You can convene people without formal authority, say no graciously, and step back once others own the delivery. Above all, you share our commitment to equity, inclusion and the communities we serve.

If you want to work at the heart of an organisation committed to lasting change, we’d love to hear from you.

Lloyds Bank Foundation has partnered with Archer Mac to manage this campaign.

1. Advice and challenge

Tell us about a time you gave a Chief Executive or other senior leader advice or challenge they did not want to hear. How did you decide when and how to raise it, what happened, and what was the end result.

2. Influencing and delivering across organisational boundaries

This role takes on work that crosses teams or has no clear owner, without line authority over the people involved. Describe a piece of work like this that you progressed. How did you get others to act without taking over their responsibilities, how did you hand it over when the time was right and what did you learn?

3. Prioritising the Chief Executive's time

The Chief Executive is offered far more requests, invitations and partnerships than they can take up, often from valuable partners with whom we want to maintain a positive relationship. How would you decide which to take forward, which to pass to someone else, and which to decline, and how do you handle the person making the request? Please provide an example.

Applications close at 11.55pm on Sunday 15 November 2026.