1. Service delivery, quality and on-time performance
• Own the on-time delivery of every DST work item.
• Drive daily operational rhythm: tracker completion, issue escalation and same-day resolution of anything flagged as incomplete, behind or unusual.
• Hold a clear view of quality across all teams — QC pass rates, error categories, rework volumes — and act decisively when quality slips.
• Ensure the four Processing PODs (Start-up, Hospitality, UK, Accounting Partner) deliver a consistent, high-quality experience to their client portfolios.
• Partner with the UK/Ireland front-office PODs so that hand-offs between DST and accounting teams are clean, timely and predictable.
2. People leadership and culture
• Lead the team leads of each function; coach, develop and hold them accountable for their own team’s performance.
• Own recruitment, onboarding, retention and succession planning for the Islamabad office in partnership with People Operations.
• Embed teh client’s values — customer empathy, passion, pursuit of excellence and simplicity, attention to detail, and initiative/ownership — in how the DST works every day.
• Build a culture where people are authentic, humble and decisive; where problem-solvers thrive and collaboration moves the needle.
• Run a meaningful performance and development cycle: clear expectations, honest feedback, visible career paths.
3. Continuous Improvement, Tech enablement and automation
• Drive operational standards, SOPs and training so that new joiners reach full productivity quickly and existing staff keep levelling up.
• Partner with Product and Engineering to progressively increase automation levels across DST workflows, freeing the team from repetitive work and lifting capacity without adding headcount.
• Champion an AI- and automation-first mindset: identify candidate tasks for automation, prioritise them with Product, and own the operational readiness required to roll them out successfully.
• Set the expectation — and model the behaviour — that every team lead uses modern tooling to run their function; coach those who need to level up.
4. Performance, reporting and risk
• Provide a concise, action-oriented weekly read-out to the CCO: what has been done, what has not, what is at risk, and what you are doing about it.
• Own the DST KPIs — completion, on-time delivery, quality, capacity utilisation, attrition — and surface trends, patterns and risks early.
• Ensure segregation of duties, data security and access controls are respected across the Islamabad office.
• Act as the primary point of accountability for any operational incident affecting DST-delivered services.
5. Local leadership and stakeholder management
• Act as their senior representative in Pakistan: facilities, local compliance, vendor relationships and employee experience.
• Partner with HR, Finance and IT on anything Islamabad-specific — from payroll and leave to hardware and workplace.
• Represent the voice of the DST team back to the clients’s senior leadership, and represent the client’ strategy and expectations clearly to the DST team.