Original listing text, shown exactly as published by the company.
Primary Responsibilities
Build and Run the Allocations Engine (~35%)
- Define, build, and operate the system that translates demand into coach deployment. Own time-to-fill, allocation process cost, and bench and contractor flex decisions that keep the supply model solvent
- Design the matching engine: routine, low-risk allocations run automatically; delivery owns the final decision where coach capability, learner context, and programme nuance require human judgment
- Iterate the engine as the delivery model evolves toward Operating Model 2.0, including non-standard capacity modelling for new programmes, customisations, and DPT scaling
Lead Ops Analytics as the Central Intelligence Layer (~35%)
- Coordinate dedicated analytical resources (one data Senior Manager, three analysts) as the shared data backbone across the full ops machine
- Standing outputs: utilisation, bench duration, forward demand coverage, forecast accuracy, operating model performance. Surface the right data to the right consumers in the right cadence
Own the Cross-Functional Interface (~15%)
- Ingest demand plans from finance and RevOps, translate into supply plans, produce resource-required projections that feed hiring and budget decisions
- Serve as the named counterpart to delivery leadership on match quality trade-offs; own the stakeholder feedback loop on allocation quality
- Build the tools and RACIs to decentralise budget ownership across individual VPs and Senior Directors
Scenario Planning & Strategic Projects (~10%) | Protect the Build (~5%)
- Ad hoc modelling: operating model transition scenarios, restructure modelling, cost-to-serve deep dives, DPT operationalisation business cases
- Steer the systems and tooling investment that moves this function from manual to automated. Ring-fenced build capacity with time-bound exit criteria
First Six Months
- Produce a full scoping document for the future-state WFM system: fully automated, flexible, supporting the future delivery model, and fully absorbing allocations with no (or streamlined) inputs from operations SPCs and leaders
- Build the tools, capability, and RACIs to hand over centralised budgeting into its component parts
- Take full ownership of departmental delivery models (transitioning from the current owner) to standardise execution
- Serve as de facto PM for DPT operationalisation, which directly overlaps with service tiers and downstream allocations impact
- Establish the analytical operating rhythm: standing reports, consumption cadence, and the interface with finance, RevOps, and delivery
About You
- 10+ years in workforce planning, resource management, or capacity operations, with direct experience deploying a skilled, non-interchangeable workforce against variable demand. Professional services, scaled BPO, workforce marketplace platforms, or similar environments where match quality matters as much as fill rate
- You have systematised at least one manual operational function. You know the difference between automating a bad process and redesigning the work
- You commission and consume analysis confidently. You ask the right questions of a data team, challenge the outputs, and translate findings into operational decisions. You do not need to build the models
- You have been the named counterpart between a planning function and an execution function, and you understand that the failure mode is the handover design, not which side owns the work
- Clear point of view on practical AI adoption in operations. You understand that AI is the engine, not an add-on
Preferred Qualifications
- Experience building a workforce planning or resource operations function from manual or early-stage to systematised and automated
- Background managing contractor flex capacity as part of a workforce supply model
- Familiarity with regulated workforce development markets or environments where compliance adds complexity to resource deployment
- Experience with low-code platforms (Retool, Zapier, or similar) for operational tooling
The Team
One Allocations Lead who owns the matching engine as a product. One Non-Standard Capacity Lead for customisations and new programmes. One Data Senior Manager leading three analysts. TBD build resource for systems and tooling implementation, ring-fenced with a time-bound deliverable.
Metrics You Own
Forecast accuracy and bias, time-to-fill, bench duration, forward demand coverage, allocation process cost, utilisation rate (tracked as a guardrail against the operating model). Match quality is shared: Ops owns the engine and the data; delivery owns the final matching decision on complex allocations. Stakeholder satisfaction is a feedback loop: delivery surfaces issues, this function recalibrates.
