Head of PMO

This is a group-level leadership role accountable for how Mondia runs: turning strategy into delivered outcomes, and doing so productively and cost-efficiently. Reporting to the COO, the Head of Operations owns the Group PMO, leads the delivery of the company's strategic initiatives, and drives an AI-first operational excellence agenda that measurably improves productivity, efficiency and cost performance across the group, so that Mondia can scale without a proportional increase in cost or headcount.

No deje pasar esta oportunidad, inscríbase rápidamente si su experiencia y habilidades coinciden con lo que se indica en la siguiente descripción.

The role brings together four mandates:

• Business & delivery operations – own the group's operating rhythm and ensure that commitments made to clients, partners and the Executive Team are delivered on time, to quality and within budget.
• Portfolio & strategic initiatives – run the Group PMO and lead the company's highest-priority cross-functional initiatives, from business case through to benefits realisation.
• Operational excellence – define, measure and continuously improve productivity, efficiency and cost, using data, process redesign and automation.
• AI-first operations – make AI the default starting point for how work gets done, embedding it across processes, delivery and decision-making so the business becomes more scalable, efficient and effective.

The Head of Operations acts as a trusted adviser to the COO, CEO and Executive Team, providing a single, fact-based view of business and delivery performance and recommending where to invest, stop or redirect effort.

KEY RESPONSIBILITIES

Business & Delivery Operations

• Own the group operating rhythm – monthly business reviews, quarterly business reviews (QBRs) and the annual planning cycle – ensuring decisions and actions are tracked through to closure
• Oversee delivery performance across business units, including client and partner launches, so that commitments are met to agreed scope, time, quality and cost
• Establish delivery governance, service standards and escalation paths, and intervene early where delivery is at risk
• Manage cross-functional dependencies between Commercial, Product, Technology, Content and Finance so the organisation operates as one delivery system
• Lead group-wide capacity and resource planning, aligning headcount, skills and recruitment forecasting to agreed priorities

Group PMO & Portfolio Management

• Lead, mentor and develop the Group PMO team, and set the frameworks, standards and tools for programme and project management across the group (Agile, hybrid or waterfall as appropriate)
• Own the group project portfolio: intake, business case review, prioritisation and resource allocation in line with the company's strategic and commercial objectives
• Maintain group-wide governance artefacts, including the risk, assumptions, issues and dependencies (RAID) logs and the decisions and actions logs
• Provide transparent, consolidated portfolio reporting and executive dashboards covering progress, financials, risks and benefits
• Embed project closure, benefits tracking and lessons‐learned practices into ways of working

Strategic Company Initiatives

• Translate company strategy and annual objectives (e.g. OKRs) into a prioritised, resourced and sequenced roadmap of company initiatives
• Lead or sponsor the delivery of the highest-priority cross-functional initiatives, such as new market entries, operating model changes, platform migrations, integrations and transformation programmes
• Define the business case, success measures and expected benefits for each initiative, and track benefits realisation after go‐live
• Lead the change management and communication required for initiatives to be adopted and sustained

Operational Excellence

• Define and run the group operational excellence programme, identifying, prioritising and delivering process improvements end to end
• Map and redesign core business processes (e.g. client onboarding, service launch, partner management, revenue reconciliation and internal approvals) to remove waste, duplication and unnecessary hand‐offs
• Identify and lead process automation opportunities that improve the speed, quality and scalability of operations
• Own the documentation of policies, processes and procedures (e.g. in Confluence) and ensure they are adopted, not just written

AI-First Operations & Scalability

• Champion an AI‐first operating model: for every core process, assess where AI can automate, augment or remove work before adding headcount or cost
• Build and own the group AI adoption roadmap for operations, in partnership with Technology, Data and Security, prioritising use cases by business value,