1. Operations MI, KPI and customer outcome metrics ownership
You will have full accountability for Operations management information and performance reporting.
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Own data across front-office and back-office Operations departments
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Define and govern KPIs covering demand, SLAs, throughput, productivity, quality and customer outcomes
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Ensure operational efficiency is balanced with fair, timely and effective outcomes for customers
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Identify where operational processes or service performance are creating customer friction, repeat contact or poor outcomes
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Ensure reporting is accurate, consistent and trusted by senior leadership
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Develop strategic north-star metrics that show whether Operations is becoming more effective and scalable
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Move the function beyond retrospective reporting towards forward-looking insight and decision support
2. Workflow optimisation and operational strategy
You will work closely with Operations Directors, Heads of Department, the Operations Transformation Office and Product teams to identify, prioritise and deliver the highest-value operational opportunities.
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Diagnose bottlenecks, failure demand, customer friction and inefficient workflows
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Work with Transformation and Product to define which problems and opportunities to pursue
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Identify the lowest-hanging fruit and quantify the potential operational and customer value
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Recommend improvements to processes, routing, tooling, products and ways of working
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Define clear hypotheses, baselines and success measures before changes are implemented
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Measure realised impact precisely and determine whether initiatives should be scaled, adjusted or stopped
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Translate analysis into clear decisions, actions and ownership
3. Demand, SLAs and resourcing
You will own the analytical cycle supporting operational planning and performance decisions.
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Understanding changes in demand and customer contact behaviour
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Supporting forecasting, capacity and headcount decisions
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Evaluating SLA and service-level trade-offs
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Measuring throughput and productivity consistently
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Identifying emerging risks or operational pressure points
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Helping leaders make evidence-based prioritisation and resourcing decisions
You will be expected to explain not only what happened, but why it happened, what should change and how success should be measured.
4. Automation, AI and strategic measurement
You will partner closely with Data Science and Operations teams to assess the impact of automation, AI and LLM-led initiatives.
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Define hypotheses, baselines, control groups and success metrics
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Measure time saved, quality improvements, risk reduction and customer impact
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Identify unintended consequences or displacement of work
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Prioritise automation opportunities based on value and feasibility
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Ensure claimed benefits are supported by credible measurement
You will also develop an understanding of the regulatory environment surrounding fintech Operations, including complaints, vulnerability, fraud, PEP and sanctions screening, customer due diligence and conduct risk.