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 forecasti