Description

A focused course, tailored for you

Investment Bank Senior Manager's Programme-Defence Playbook

How a senior manager at an investment bank defends a programme when the cost-per-revenue cycle reaches manager-level coverage.

When the cost-per-revenue cycle reaches senior managers, the programmes that survive are the ones with measurable economics and a sponsor relationship documented.

$199 one-time

Tailored to your situation. Access within 24 hours. 30-day money-back.

Includes a hand-built implementation playbook delivered alongside course access, generated for your specific situation.

Why this course

Investment banks running cost-per-revenue cycles reach senior manager-level programmes in the same review. Senior managers who continue running 'a programme' without measurable economics are read by the deck as line-item cost. Senior managers whose programmes already have documented economics and an executive sponsor read as the programme leadership the bank protects.

The senior managers who survive own a programme-economics document with measurable outcomes, an executive-sponsor map, and a weekly programme-state artefact the head of LOB reads first.

The course covers the three artefacts and the 90-day path to programme-defence framing. Plus a hand-built implementation playbook against your real programme scope.

What you walk away with

A programme-economics document with measurable outcomes.
An executive-sponsor map.
A weekly programme-state artefact the head of LOB reads first.
A clean translation from generic senior manager to programme-defence owner.
A defensible answer when the cost-per-revenue review asks why your programme survives.
A 90-day plan to land the framing.

The 12 modules

Module 1. Reading the cost-per-revenue review for senior manager implications

Cost-per-revenue cycles at investment banks reach senior manager-level programmes in the same review cycle. The diagnostic for the Senior Manager layer specifically. What the review measures and which programmes get protected.

Module 2. Generic programme vs programme-defence owner

Two structurally different framings of the same Senior Manager seat. Generic programme reads as line-item cost; programme-defence owner reads as the leadership the bank protects through the cycle. The three artefacts that mark the shift.

Module 3. Your programme-economics document

Construct the programme-economics document with measurable outcomes finance and the head of LOB both quote. Revenue impact, cost-to-serve, retention rate, expansion pipeline. The document that converts Senior Manager work into programme leadership.

Module 4. Executive-sponsor map

Map your executive sponsors across the firm. The map that names which Director, MD, or Senior MD will sponsor your programme through the next review. The standard the team adopts for sponsor tracking.

Module 5. Weekly programme-state artefact for the head of LOB

Format, cadence, content of the weekly programme-state artefact the head of LOB reads first. Three worked examples for investment bank programmes at different stages of the cost-per-revenue cycle.

Module 6. Working with risk, compliance, and product partners

Programme work overlaps risk, compliance, and product partners. The collaboration pattern that strengthens programme-defence positioning rather than producing turf disputes with control functions.

Module 7. Regulatory considerations

Investment bank programmes are regulated by SEC, FINRA, OCC, and international regimes including APRA for Australian banks. The regulatory overlays that strengthen the programme story rather than burying it.

Module 8. Cross-programme leverage

Reusable Senior Manager practices that strengthen programme-defence across multiple cycles. Outcome attribution, milestone framing, escalation rhythm. The patterns that compound across the programme.

Module 9. Cross-region programme considerations

Regional vs global programmes face different defensibility tests. The framing that works for regional programmes: smaller scope, more direct outcome attribution, stronger sponsor relationships. Worked examples of regional programmes that survived global reviews.

Module 10. Scope statement: Senior Manager vs Executive Director / Programme Director

Two overlapping seats. The scope statement that puts you in the Executive Director or Programme Director track defensibly.

Module 11. Promotion mechanics inside investment bank programme functions

Internal path inside investment bank programme functions. The promotion artefact. The two reviewers who matter.

Module 12. Your 90-day move to programme-defence framing

Day-by-day plan. Programme-economics document v1 in week one. Executive-sponsor map drafted by week two. Weekly artefact running by week three. Head of LOB conversation in month two. Executive Director conversation in month three.

How this addresses your situation

Specific modules that map to what you said you are dealing with.

Modules 1 and 2 cover the diagnostic.

Modules 3 to 5 produce the three artefacts.

Modules 6 to 9 cover the cross-function cadence, regulatory, leverage, and cross-region considerations.

Modules 10 to 12 cover scope, promotion, and 90-day execution.

What you get with this course

The 12-module course delivered as text plus downloadable templates.
Templates for the programme-economics document, the executive-sponsor map, and the weekly artefact.
A hand-built implementation playbook generated for your specific programme.
Three worked examples of the weekly artefact.
Scripted talking points for the head of LOB conversation.

What you will have in hand by Day 1, Week 1, Month 1

Day 1: Programme-economics scaffold drafted.

Week 1: Document v1 written; sponsor map v1 drafted.

Month 1: Weekly artefact landing with head of LOB; Executive Director conversation scheduled.

Before and after

Before

You run a programme. Things process. The cost-per-revenue review is being discussed.

After

Your programme-economics document is what the head of LOB opens first. The executive-sponsor map is the standard. The weekly artefact lands above the senior manager level. The Executive Director conversation is scheduled.

What happens if you do not address this

Cost-per-revenue cycles reach senior managers within one or two cycles.

Who it is for

For Senior Managers, Executive Directors, and Senior Programme Owners at investment banks running cost-per-revenue cycles.

Who this is NOT for. Junior managers. Senior managers in pure delivery-execution roles without programme scope. Managers at firms not in cost-per-revenue pressure.

How it arrives

Text-based course via LMS, plus downloadable templates and the hand-built implementation playbook.

Time investment. Roughly 10 hours of reading and 12 to 16 hours producing your real artefacts.

Why $199 is the right number

Internal bank training is regulatory. External programme management communities cover technique not the defence move at senior manager level. A senior Programme Director mentor would cover maybe four of these 12 modules informally. $199 buys the focused playbook plus the implementation document for your real programme.

FAQ

Will the head of LOB actually open my economics document?

Module 3 is built around the format heads of LOB open.

What if my programme is regional rather than firm-wide?

Module 9 covers that case.

Why pay for this instead of reading free programme management content?

Free content covers technique.

Is the Executive Director seat actually open?

Module 10 covers that diagnostic.

What is in the implementation playbook for me specifically?

A draft programme-economics document; a draft executive-sponsor map; a 90-day plan with conversations against your head of LOB.

30-day money-back guarantee. If after a week of working through the materials this is not what you needed, reply to the receipt email and a full refund is processed. No questions, no forms.

Within 24 hours your account in the learning environment is provisioned and the tailored implementation playbook is delivered alongside it.