Senior Manager Special Operations

The senior manager Special OPS owns the identification, design, and deployment of key operations initiatives, which are not covered in the OPTIMUS transformation programme, to deliver step-change improvements in service delivery, enabling operations leadership to achieve its targets of delivering the right CX and UX, delivering service with industrial strength, and making quarter on quarter improvements to cost of delivery. To this effect, the senior manager special OPS will use data to identifying opportunities for both big change, and continuous improvement, as well as identify areas where the operations teams are not, or not fully utilizing the solutions and tools made available to them. Following identification of opportunities, the senior manager special OPS will prioritise initiatives with operations’ leadership and obtain their buy-in to mobilise a team to design the solution, and project manage the build, testing, and deploy the solution in a proof of concept, pilot, and then full deployment. The senior manager special OPS forges strong relationships with service delivery leadership, as well as with leadership and peers in other functions, including the BI team, Products, SR, AS, AM and Sales. Through these relationships, the senior manager special OPS gains an understanding of issues in the end-to-end value chain, recognises trends and recurring themes, and understands how key initiatives / solutions in one function may deliver value in others. Through analysis of available data, a curious mind, and an unsatiable drive to make things better, the senior manager special OPS understands root causes of what is the "now" and formulates practical solutions that will become the "new". The senior manager special OPS will focus on a range of areas including, but not limited to, data governance, operational metrics, loss-making accounts, processes, technology, market offerings, target operating model, organisation design, spans of controls, fragmentation of resources, effectiveness of staffing models, etcetera. It is therefore essential that the senior manager Special OPS can effectively prioritise initiatives, based on the “size of the prize”. Defined initiatives that the senior manager special OPS will focus on includes: 1. the definition and introduction of an individual balanced scorecard, 2. using data to improve data quality in, and use of Exchange, PCC/PPM, and 3. making data analytics available for use in PY post-mortems. 4. identifying the key drivers for returning loss-making accounts to profit (“Back to Black” programme). In summary, the role of senior manager Special OPS is to identify the key bottlenecks to becoming more effective and efficient in day-to-day service delivery and delivers solutions, through effective influencing, stakeholder management and networking, to achieve month on month improvements. - Using data to identify key bottlenecks to improving effectiveness and efficiency in service delivery - be it in the definition of market offerings, the behaviour of customers or colleagues, data, processes, technology, or a combination of these. - Making systematic data available that operations managers require to manager service, manage their customers, manager their teams, and improve the cost to serve. - Enable, train, encourage operations managers to use the metrics made available to them daily to deliver month on month improvements. - Deliver specific solutions identified to plan and budget, and to deliver the quantified outcomes as per the business case. Create awareness, interest and enthusiasm with leadership, peers, and colleagues across functions with respect to the Special OPS function, and the solutions it brings. - Deliver at least one new solution each quarter. - Predictably deliver solutions to plan and budget. For the first 12 months of the role these include: - IBSC - Using data to improve usage of Exchange, PCC, PPM - Data analytics in PY Post-Mortems - Back to Black programme: bring at least three loss-making accounts to at least break even - Demonstrate with data that solutions are being embraced by the service delivery teams and that the desired outcomes, as per approved business cases, are realised. - A strong analytical mind. - An affinity for data, data governance, and analysis. - Exceptional influencing skills, both internally and externally. - Strong relationship / stakeholder management skills. - An ability to operate effectively in an agile, matrixed organisation. - Effective at managing both up and down the organization. - Adept at managing change. - Commercial awareness of how the business operates. - Be purposeful: understand that doing the right things comes before doing things right. Having a natural aversion to “ticking boxes” and window-dressing. - Issue resolution: good problem-solving skills and the ability to manage issues, make decision using own initiative and mitigate risk. - Communication: good written and verbal communica