Operations

• Own the business operating cadence and alignment
• Design and run the company operating cadence: weekly priorities and trade-offs, fortnightly delivery review, monthly performance review, and quarterly planning.
• Maintain a single source of truth for priorities, delivery dates, owners, dependencies, and risks.
• Drive decision clarity: ensure key decisions are made, documented, communicated, and then executed.
• Hold departments accountable to commitments and remove blockers quickly.
• Own delivery governance for product and engineering (internal + nearshore)
• Translate the roadmap into a delivery plan with milestones, dependencies, acceptance criteria, and definitions of done.
• Establish and run delivery governance: sprint rhythm, release planning, quality gates, change control, and escalation.
• Track delivery performance using simple, repeatable metrics (predictability, cycle time, defects/rework, throughput).
• Identify delivery risk early and drive corrective action.
• Own partner governance: statement of work, service levels, quality standards, delivery cadence, communications, and escalation path.
• Implement a partner scorecard (capacity, velocity/throughput, quality, release readiness, responsiveness).
• Ensure partner output meets agreed standards and integrates smoothly with internal teams.
• Work with recruitment partners and internal leaders to ensure the nearshore model is effective and continuously improving.
• Build a clear quarterly and monthly operational plan that ties capacity, delivery milestones, and priorities to commercial outcomes.
• Ensure delivery work is prioritised based on commercial value, not noise or internal politics.
• Create visibility on trade-offs and resource constraints, escalating decisions where required.
• Establish an agreed KPI framework linking acquisition cost, lead quality, conversion, and revenue.
• Drive continuous improvement initiatives that improve quality, reduce waste, and optimise performance end-to-end.
• Coordinate delivery of the foundational capabilities needed for automation: event tracking, segmentation, trigger logic, data hygiene, and operational processes.
• Ensure cross-functional alignment so automation initiatives ship in a staged, measurable way.

Head of Delivery and Operations

Growth Marketing

• Provide strategic leadership across consumer growth programme
• Own growth outcomes and accountable for acquiring right buyers
• Deliver predictable performance for commercial partners
• Set direction across audience insight, acquisition strategy and consumer experience
• Work closely with Engineering to support commercial targets
• Ensure marketing performance is efficient, measurable and repeatable through scalable marketing automation and operating systems
• Champion predictive analytics and AI-assisted optimisation
• Define who buyers are, what they need, and how to reach them
• Engage buyers across multiple channels for optimal performance

TLA

Head of Delivery and Operations

Head of Growth – Marketing