This page describes how we intend to work and how we hold ourselves to it. If your experience of us as a candidate does not match it, say so — we would rather know.
How the place is organised
Small teams that own something end to end, rather than large departments that hand work across boundaries. If you build it, you run it, and you hear from the people who use it.
- Teams own outcomes
- A team is accountable for a product area, not for a stage of a process. That includes the support burden it creates.
- Decisions go to the work
- The person closest to the problem decides, within agreed limits. Escalation is for genuine conflict, not for permission.
- Written before spoken
- Significant proposals get written down before they get a meeting. It is slower to start and much faster to finish.
- Support is everyone’s problem
- Engineers and product people sit in on support rotations. Nothing improves a product faster than hearing a customer struggle with it.
- Small releases
- Frequent, reversible changes rather than quarterly events. In a bank, the ability to undo something quickly is worth more than the ability to ship something large.
Where and when people work
- Hybrid by default: a regular pattern of office days agreed within each team rather than mandated centrally.
- Core overlap hours so collaboration is possible, and genuine flexibility outside them.
- Some roles are unavoidably on-site or on a rota — branch, cash operations, and parts of security. We say which in the advert rather than at offer stage.
- Meetings default to thirty minutes and to having an agenda. A meeting without one can be declined without drama.
- On-call is compensated, rota’d fairly, and followed by time back.
We publish the pattern before you apply
The office expectation, the on-call arrangement and any shift pattern are in the job advert. Discovering them after an offer wastes everyone’s time, starting with yours.
Growing here
A clear level framework
What is expected at each level is written down and available to you from your first week, not revealed at review time.
Two tracks
Deepening craft and leading people are separate paths with equivalent progression. You do not have to manage to advance.
Regular one-to-ones
Fortnightly at minimum, owned by you, and not a status update.
Reviews without surprises
If something is a problem in a review it should have been said months earlier. A surprise at review is a management failure.
A learning budget
For courses, conferences and certifications relevant to your work, with time to use it.
Internal moves are encouraged
After a reasonable period, applying to another team is normal and is not treated as disloyalty.
Who does well here
Being honest about this saves people from taking a job that will not suit them, which is worse for them than for us.
| Thrives here | Finds it frustrating |
|---|---|
| You are comfortable writing your reasoning down. | You would rather talk it through and move on. |
| You want to own something and be accountable for it. | You prefer a clear brief handed to you. |
| You are interested in why a customer is confused. | You want to work purely on the technical problem. |
| You will say "I do not know" in a meeting. | You feel that admitting uncertainty costs standing. |
| You accept that regulated work has real constraints. | You find controls and audit trails an obstacle. |
This is a bank
Some things are slower here than in an unregulated company, and they should be. If constraints designed to protect customers feel like bureaucracy to you, this will be a difficult place to work.
Next steps
Documents you may also need
Experienced Hires
Joining us mid-career: which teams hire, what each interview stage actually assesses, how long it takes, and how offers are made.
CareersGraduates & Early Careers
The graduate programme, internships and apprenticeships: what the two years look like, what we assess, and how to apply without a finance degree.
CareersCandidate & Employee Privacy Notice
What personal data we collect when you apply or work here, why we hold it, how long we keep it, who sees it, and the rights you have over it.
This document was last updated on 1 August 2026. We publish the current version here at all times; superseded versions are available on request.
If anything on this page is unclear, write to us and we will explain it.