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. 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, feasibility and risk Take AI use cases from pilot to production at scale, e.g. AI assistants and agents for internal workflows, automated reporting and forecasting, intelligent document processing, AI‑supported client and partner operations, and AI‑enabled portfolio and project management Define and track the business impact of every AI initiative (e.g. time saved, cost avoided, cycle‑time reduction, quality, output per FTE), and stop those