Director/VP, Global Shared Services

Role Purpose & Context

Role Summary

The Director/VP, Global Shared Services is responsible for driving the strategic direction and operational excellence of our entire shared services portfolio within the BPO business unit. This means you'll own the multi-year transformation roadmap, ensuring our service delivery is efficient, scalable, and genuinely adds value for our clients. You'll work at the intersection of client demands, technological innovation, and our global delivery capabilities, translating high-level business objectives into actionable operational strategies that actually get results. When this role is done well, we'll see significant improvements in operational efficiency, client satisfaction, and our overall competitive position in the BPO market. When it's not, we risk losing key clients, falling behind competitors, and struggling with profitability. The challenge, honestly, is balancing aggressive cost reduction targets with the need for continuous innovation and maintaining high service quality across a complex global matrix. The reward, however, is building a world-class shared services organisation that makes a tangible difference to our clients' businesses and our own bottom line.

Reporting Structure

• Reports to:
• Direct reports: Multiple Shared Services Managers and their teams, typically 25-100+ total across various global locations.
• Matrix relationships: Head of Global Business Services, VP, BPO Operations, Global Shared Services Lead, Director of Enterprise Operations,

Key Stakeholders

Internal:

• Chief Operating Officer (COO)
• Chief Financial Officer (CFO)
• SVP of Sales & Client Solutions
• SVP of Product & Technology
• Regional Business Unit VPs
• Head of HR

External:

• Key Client Executives (C-Suite level)
• Strategic Technology Partners
• Industry Analysts and Consultants
• Regulatory Bodies (where applicable)

Organisational Impact

Scope: This role directly shapes the efficiency, profitability, and strategic agility of our BPO business unit. You'll be driving multi-year transformations that impact hundreds of employees and millions of pounds in revenue, ensuring our shared services are a competitive differentiator rather than just a cost centre. Your decisions will influence our market position and long-term growth trajectory.

Performance Metrics

Quantitative Metrics

1. Metric: Shared Services P&L Ownership
2. Desc: Overall financial performance, including revenue generation, cost management, and profitability for the entire shared services portfolio.
3. Target: Achieve 10-15% year-on-year growth in shared services revenue and maintain a 25%+ operating margin.
4. Freq: Quarterly and Annually
5. Example: Delivered £8.5M in operating profit against a £7M target for the year, driven by new service offerings and a 12% cost reduction in core processes.
6. Metric: Operational Efficiency & Cost Reduction
7. Desc: Reduction in cost-to-serve across major service lines through process re-engineering, automation, and right-shoring initiatives.
8. Target: Deliver 8-10% annual cost reduction across the shared services portfolio without compromising service quality.
9. Freq: Monthly/Quarterly
10. Example: Reduced average cost-to-serve for Accounts Payable by 15% through RPA deployment and process harmonisation across three regions, saving £1.2M annually.
11. Metric: Strategic Client Satisfaction & Retention
12. Desc: Overall satisfaction and retention of key BPO clients, measured by their willingness to expand services and provide positive feedback.
13. Target: Maintain 90%+ client retention rate and achieve a 15%+ increase in 'white space' service adoption within existing accounts.
14. Freq: Quarterly via executive surveys and annual strategic reviews
15. Example: Secured a 3-year contract renewal with our largest client and expanded our F&A services to include their European operations, adding £2M in annual revenue.
16. Metric: Automation & Digital Transformation ROI
17. Desc: Return on investment from intelligent automation and digital transformation programmes within shared services.
18. Target: Achieve 2.5x ROI on all major automation investments within 18 months of deployment.
19. Freq: Bi-annually
20. Example: A £500K investment in a new intelligent document processing platform for claims processing yielded £1.5M in annual savings, achieving 3x ROI in 12 months.

Qualitative Metrics

1. Metric: Organisational Leadership & Talent Development
2. Desc: Building a high-performing, engaged global team and developing future leaders within shared services.
3. Evidence: High employee engagement scores (75%+), successful internal promotions to senior roles (20%+), strong succession plans for key positions, positive feedback from direct reports and peers on leadership effectiveness and mentorship.
4. Metric: Strategic Influence & Thought Leadership
5. Desc: Ability to shape BPO strategy, influence C-suite decisions, and represent the organisation as an industry expert.
6. Evidence: Regularly invited to present at board meetings, actively contributes to company strategy documents, sought out by other VPs for advice on operational challenges, speaks at industry conferences, publishes articles on shared services trends.
7. Metric: Innovation & Future-Proofing
8. Desc: Driving a culture of continuous improvement and proactive adoption of emerging technologies to keep shared services competitive.
9. Evidence: Successful pilot programmes for new technologies (e.g., generative AI), a robust pipeline of innovation initiatives, evidence of proactively identifying and mitigating future operational risks, positive feedback on fostering an experimental mindset.
10. Metric: Cross-Functional Collaboration & Partnership
11. Desc: Effectively working with other departments (Sales, Product, HR) and client teams to achieve shared objectives.
12. Evidence: Joint initiatives with Sales leading to new client wins, Product roadmap influenced by operational insights, HR partnership on global talent strategies, positive feedback from internal and external partners on collaboration effectiveness and problem-solving.

Primary Traits

• Trait: Decisive Under Pressure
• Manifestation: You're the person who can make the tough call on a multi-million-pound vendor contract, even when the data isn't perfect and there are conflicting opinions from your team and the client. You won't dither when a major operational incident hits, but instead, you'll quickly assess the situation, pick a path, and rally the troops. This isn't about being reckless; it's about calculated risk-taking and owning the outcome.
• Benefit: In BPO, especially at this level, delays cost money and erode client trust. We need someone who can keep things moving, providing clear direction when the stakes are high. Hesitation in a crisis can turn a recoverable situation into a major client loss or a significant financial hit.
• Trait: Master Influencer
• Manifestation: You're brilliant at getting people on board with big, scary changes. This means you can walk into a room with a skeptical client C-suite and sell them on a new, unproven operating model, or convince an internal VP that their team needs to adopt a standardised process, even if it means a bit of short-term pain. It's about building consensus, negotiating, and inspiring confidence, often without direct authority over those you need to move.
• Benefit: Transforming global shared services isn't just a technical challenge; it's a people challenge. You'll constantly face resistance to change, internal politics, and competing priorities. Without the ability to influence and persuade, even the best strategies will fail to launch or gain traction.
• Trait: Process-Obsessed Strategist
• Manifestation: Your brain naturally sees a messy, manual process and immediately starts sketching out an optimised, automated flow. You're not just interested in the 'what' but the 'how' and 'why' of every operational step. You'll challenge the status quo, asking 'why do we do it this way?' and then design a better, more efficient way, always with the end-to-end client journey in mind. This isn't just about tweaking; it's about re-imagining how work gets done at scale.
• Benefit: Our entire business model in BPO rests on process excellence and efficiency. A leader who doesn't deeply understand and champion process optimisation won't be able to deliver the cost savings, quality improvements, and innovation our clients expect. You're essentially the chief architect of our operational engine.

Supporting Traits

• Trait: Unflappable Resilience
• Desc: Let's be real, shared services can be a rollercoaster. You'll face client escalations, unexpected system outages, and internal resistance to your brilliant ideas. We need someone who can take a punch, learn from setbacks, and keep pushing forward without losing their cool or their team's morale. It's about bouncing back quickly.
• Trait: Visionary Strategic Thinker
• Desc: You're not just fixing today's problems; you're thinking three to five years down the line. This means connecting day-to-day operational challenges to broader market trends, anticipating client needs, and proactively building the capabilities we'll need tomorrow. It's about seeing the chessboard, not just the current move.
• Trait: Global Cultural Acumen
• Desc: You'll be leading diverse teams across multiple time zones and cultures. This means understanding different communication styles, motivating people from varied backgrounds, and building a cohesive 'one team' culture despite geographical distance. You'll need to be sensitive, adaptable, and a great listener.

Primary Motivators

1. Motivator: Driving Large-Scale Transformation
2. Daily: You'll spend your days building multi-year roadmaps, securing executive buy-in for major change programmes, and seeing your strategic vision come to life across global operations. It's about fundamentally changing how we deliver services.
3. Motivator: Building High-Performing Global Teams
4. Daily: You'll be coaching and mentoring senior managers, shaping organisational structures, and fostering a culture of excellence and continuous learning across diverse global teams. Seeing your people grow and succeed is a huge driver.
5. Motivator: Tangible Business Impact & P&L Ownership
6. Daily: You'll directly influence the profitability of a significant business unit, with clear P&L responsibility. The ability to see your strategic decisions translate into millions of pounds in savings or new revenue is what gets you up in the morning.

Potential Demotivators

Honestly, this role isn't for everyone. If you crave a predictable, stable environment where processes are set in stone and change is minimal, you'll likely find it frustrating. You'll constantly be pushing against the status quo, dealing with legacy systems that refuse to die, and navigating complex client politics. The 'race to the bottom' on pricing can be relentless, and you'll often have to make tough trade-offs between cost and service quality. If you need every decision to be popular, or every project to go smoothly without a hitch, this might not be your cup of tea.

Common Frustrations

1. Client 'scope creep' without corresponding budget or timeline adjustments – it's a constant battle.
2. Inheriting a spaghetti bowl of outdated client systems and inconsistent data quality, making automation a nightmare.
3. The relentless pressure from clients to reduce costs, often squeezing margins to breaking point.
4. Internal resistance to change from client-side business units, who often prefer their old ways.
5. Managing diverse cultural expectations and communication styles across global delivery centers, which can be exhausting.
6. The constant tension between driving efficiency through global standardisation and accommodating specific, often non-negotiable, client demands.
7. Struggling to elevate the perception of shared services from a back-office cost-saver to a strategic value driver – it's an ongoing PR campaign.

What Role Doesn't Offer

1. A quiet, predictable 9-to-5 where you can just follow existing playbooks.
2. A role where you're solely focused on one specific function or geography.
3. The luxury of always having perfect data or complete information before making a decision.
4. An environment free from political maneuvering or difficult conversations with senior stakeholders.

ADHD Positives

1. The fast-paced, high-stakes environment with multiple, evolving strategic initiatives can be incredibly stimulating and engaging for those who thrive on variety and challenge.
2. The need for rapid decision-making and problem-solving, often under pressure, plays to strengths in quick thinking and adaptability.
3. The role's focus on driving large-scale transformation and innovation offers ample opportunity for creative, 'big picture' thinking and generating novel solutions.

ADHD Challenges and Accommodations

1. Managing multiple complex programmes simultaneously will require robust organisational tools and strategies to maintain focus and track progress. We can provide access to advanced project management software and executive assistant support.
2. The need for meticulous documentation and compliance reporting might be challenging. We can offer templates, structured processes, and support from dedicated compliance teams.
3. Expect regular, structured check-ins and clear prioritisation from your COO to help manage competing demands and ensure strategic alignment.

Dyslexia Positives

1. This role demands strong conceptual thinking, pattern recognition, and the ability to see the 'big picture' across complex operational landscapes – typical strengths for dyslexic thinkers.
2. The emphasis on strategic influence and verbal communication (presentations, negotiations) over extensive written reports can be a significant advantage.
3. Problem-solving through innovative, non-linear approaches is highly valued here, often leading to breakthrough solutions.

Dyslexia Challenges and Accommodations

1. Extensive written communication, especially detailed policy documents or board reports, might be a challenge. We can provide proofreading services, speech-to-text software, and support from a dedicated communications team.
2. Complex data analysis and dashboard creation will require strong numerical and visual processing skills. Tools like Power BI and Celonis offer highly visual interfaces, and we can offer training and support for these.
3. We encourage using visual aids, mind maps, and collaborative whiteboarding for strategy development and problem-solving, which often suits dyslexic thinking styles.

Autism Positives

1. The deep, analytical focus required for process optimisation, data-driven decision-making, and identifying systemic inefficiencies aligns well with strengths in logical reasoning and attention to detail.
2. The opportunity to design and implement highly structured operational models and automation programmes can be very satisfying.
3. A clear, direct communication style, focused on facts and outcomes, is highly valued in our executive discussions, cutting through corporate jargon.

Autism Challenges and Accommodations

1. Navigating complex organisational politics and unspoken social cues in high-level negotiations might be challenging. We can provide coaching on stakeholder engagement strategies and offer pre-briefs for critical meetings.
2. Frequent, unscheduled interruptions or rapid shifts in priorities can be disruptive. We aim for structured meetings and clear agendas, and you'll have control over your calendar to manage focus time.
3. Sensory considerations: We offer a choice of work environments, including quieter zones and options for remote work, to minimise sensory overload. We can also provide noise-cancelling headphones.

Key Responsibilities

Experience Levels Responsibilities

1. Level: Director/VP Level
2. Responsibilities: Define and execute the multi-year global shared services strategy, ensuring it directly supports the overall BPO business unit's growth and profitability goals. This means looking beyond today's problems and building for the future.
3. Own the end-to-end shared services P&L (typically £2M-£10M+), driving aggressive cost optimisation programmes while expanding service offerings and maintaining exceptional client satisfaction. It's a constant balancing act.
4. Lead the design and implementation of major digital transformation initiatives, including hyperautomation, AI integration, and process mining programmes, to significantly improve operational efficiency and service quality across multiple global centres. Think big, impactful projects.
5. Build, mentor, and develop a high-performing leadership team (your direct reports will be managers of managers), fostering a culture of continuous improvement, innovation, and accountability across the entire shared services organisation.
6. Act as the primary executive sponsor for key client relationships, engaging at the C-suite level to understand strategic needs, resolve complex escalations, and identify 'white space' opportunities for service expansion.
7. Architect and implement advanced shared services operating models, including chargeback mechanisms, governance frameworks, and right-shoring strategies, to optimise our global delivery footprint and ensure regulatory compliance.
8. Regularly present strategic updates, performance reviews, and future roadmaps to the COO, CEO, and Board of Directors. Expect tough questions and be ready to defend your strategy with data and conviction.
9. Supervision: You'll operate with full strategic autonomy within your business unit, reporting directly to the COO. Your focus will be on achieving quarterly and annual objectives, with strategic alignment discussions typically occurring monthly or as needed with the C-suite and Board.
10. Decision: You'll have full decision authority for your domain, including P&L management (up to £10M+), organisational design within shared services, significant capital expenditure approvals (e.g., £500K+ for new platforms), and M&A integration strategies related to shared services. Board-level decisions will require alignment with the CEO and other C-suite executives, but your recommendations will carry significant weight.
11. Success: Success at this level means delivering demonstrable, multi-million-pound impact on the business unit's P&L, transforming our shared services into a true competitive advantage, and building a highly capable, engaged global team that consistently exceeds client expectations. It's about being a strategic partner, not just an operational leader.

Decision-Making Authority

• Type: Strategic Direction & Vision
• Entry: N/A
• Mid: N/A
• Senior: Defines and sets the multi-year strategic vision for global shared services, with alignment from the COO and Board.
• Type: Budget & Investment
• Entry: N/A
• Mid: N/A
• Senior: Full P&L ownership for shared services (£2M-£10M+). Approves capital expenditure up to £500K without further approval; larger investments require COO endorsement.
• Type: Organisational Design & Talent
• Entry: N/A
• Mid: N/A
• Senior: Designs the organisational structure for global shared services, approves all senior manager hires, and defines global talent development programmes. Consults with HR on executive-level appointments.
• Type: Client Contracts & Service Scope
• Entry: N/A
• Mid: N/A
• Senior: Acts as executive sponsor for major client relationships, signs off on strategic client proposals, and approves significant changes to service level agreements (SLAs) or service catalogues.
• Type: Technology & Platform Selection
• Entry: N/A
• Mid: N/A
• Senior: Defines the technology roadmap for shared services, approves major platform selections (e.g., new RPA platforms, process mining tools), and ensures integration with enterprise architecture. Consults with SVP of Product & Technology.

Competency Requirements

Foundation Skills (Transferable)

Beyond the technical know-how, a Director/VP needs to be a master of leadership, communication, and strategic problem-solving. These are the bedrock skills that allow you to navigate complexity and drive change at an enterprise level.

• Category: Executive Leadership & Vision
• Skills: Setting a compelling multi-year vision for global shared services that inspires and aligns a diverse global workforce.
• Building and leading high-performing, geographically dispersed teams, including developing future leaders and fostering a culture of accountability.
• Driving large-scale organisational change programmes, managing resistance, and ensuring successful adoption across multiple business units.
• Category: Strategic Communication & Influence
• Skills: Presenting complex strategic proposals and performance updates to C-suite executives and Board members with clarity, confidence, and conviction.
• Negotiating multi-million-pound contracts with clients and vendors, securing favourable terms and building long-term partnerships.
• Translating technical concepts and operational insights into clear, business-focused language for non-technical audiences.
• Category: Complex Problem Solving & Decision Making
• Skills: Diagnosing and resolving ambiguous, enterprise-level operational challenges with significant financial and client impact.
• Making high-stakes decisions with incomplete information, balancing risk and reward in a dynamic BPO market.
• Developing innovative solutions to systemic process inefficiencies and technology limitations across global operations.
• Category: Financial Acumen & P&L Management
• Skills: Full P&L responsibility for a significant business unit, including budgeting, forecasting, and cost management.
• Developing robust business cases for strategic investments (e.g., automation platforms) with clear ROI projections.
• Understanding and interpreting complex financial statements and operational metrics to drive performance improvements.

Functional Skills (Role-Specific Technical)

This role demands deep expertise in shared services models, process optimisation, and the cutting-edge technologies that drive efficiency in BPO. You won't be hands-on with every tool, but you'll need to understand their strategic implications and how to deploy them effectively.

Technical Competencies

• Skill: Shared Services Operating Model Design
• Desc: Expertise in designing, implementing, and evolving global shared services and Global Business Services (GBS) models, including defining service catalogues, chargeback mechanisms, and governance structures for multi-functional, multi-geography operations.
• Level: Expert
• Skill: Lean Six Sigma & Process Re-engineering
• Desc: Deep, practical application of DMAIC/DMADV methodologies, value stream mapping, and advanced root cause analysis to drive enterprise-wide process efficiency, quality improvements, and waste reduction across complex BPO service lines.
• Level: Expert
• Skill: ITIL Framework & Service Management
• Desc: Comprehensive, strategic understanding of IT service management principles (Service Strategy, Design, Transition, Operation, CSI) and how to apply them to ensure robust, high-quality IT-enabled BPO service delivery and client satisfaction.
• Level: Expert
• Skill: Robotic Process Automation (RPA) & Intelligent Automation (IA) Strategy
• Desc: Ability to define and scale enterprise-wide automation programmes, identifying high-impact opportunities, building robust business cases, establishing automation Centres of Excellence (CoEs), and integrating AI/ML for cognitive automation.
• Level: Expert
• Skill: Global Business Services (GBS) Maturity Model
• Desc: Experience in assessing current shared services maturity, defining target states, and developing multi-year roadmaps to evolve towards an integrated, value-driven GBS model, often involving significant organisational change.
• Level: Expert
• Skill: Vendor & Contract Lifecycle Management (CLM)
• Desc: Advanced skills in strategic BPO vendor selection, complex contract negotiation (multi-year, multi-million-pound deals), rigorous SLA management, performance monitoring, and fostering strategic, mutually beneficial partnerships.
• Level: Expert

Digital Tools

• Tool: Celonis / Signavio (Process Mining & Modelling)
• Level: Expert
• Usage: Defining enterprise-wide process mining strategies, identifying systemic bottlenecks, and using digital twins to model and predict the impact of large-scale operational changes and automation deployments.
• Tool: SAP S/4HANA / Oracle ERP Cloud (Strategic Integration)
• Level: Expert
• Usage: Overseeing strategic integration planning with major client ERP systems, defining module governance, and developing long-term roadmap strategies for internal BPO operations leveraging these platforms.
• Tool: Anaplan / Workday Adaptive Planning (Strategic Financial Planning)
• Level: Expert
• Usage: Driving strategic financial planning, driver-based budgeting, and complex scenario modeling for the shared services P&L, including resource capacity planning and investment prioritisation.
• Tool: UiPath / Automation Anywhere (RPA Platform Governance)
• Level: Advanced
• Usage: Defining the enterprise-wide governance model for RPA, overseeing the CoE, and ensuring the scalable and secure deployment of automation solutions across multiple service lines.
• Tool: Diligent Boards / Nasdaq Boardvantage (Board Reporting)
• Level: Advanced
• Usage: Preparing and presenting secure, high-impact executive board reports, ensuring all strategic and operational information is accurately and compellingly communicated to the Board of Directors.

Industry Knowledge

• Area: BPO Market Dynamics & Competitive Landscape
• Desc: Deep understanding of global BPO market trends, emerging service offerings, key competitors, and disruptive technologies. This includes knowing where we stand and where we need to go to win.
• Area: Global Regulatory & Compliance Frameworks
• Desc: Strategic oversight of relevant industry regulations (e.g., GDPR, ISO 27001, industry-specific data privacy and financial compliance) across all operating geographies, ensuring our shared services are always compliant.
• Area: Emerging Technologies in BPO
• Desc: Keeping a pulse on new technologies like generative AI, blockchain, and advanced analytics, understanding their potential impact on BPO service delivery, and identifying opportunities for early adoption.

Regulatory Compliance Regulations

• Reg: GDPR (General Data Protection Regulation)
• Usage: Ensuring all global shared services operations, especially those handling client data, are fully compliant with GDPR and other relevant data privacy regulations. This means setting policies and ensuring robust controls are in place.
• Reg: ISO 27001 (Information Security Management)
• Usage: Directing the implementation and maintenance of ISO 27001 certified information security management systems across shared services, protecting client and company data from threats.
• Reg: Industry-Specific Compliance (e.g., PCI DSS, HIPAA)
• Usage: Overseeing adherence to specific industry regulations relevant to our client base (e.g., PCI DSS for financial services, HIPAA for healthcare BPO), ensuring all service lines meet stringent compliance requirements.

Essential Prerequisites

• Proven track record of leading large-scale, global shared services or BPO operations, with direct P&L responsibility.
• Extensive experience in designing, implementing, and optimising complex business processes using methodologies like Lean Six Sigma.
• Demonstrable success in driving digital transformation and intelligent automation programmes across multiple functions.
• Strong executive presence and a history of successfully influencing C-suite stakeholders, both internally and with clients.
• Experience managing diverse, multi-cultural teams across various geographies.
• A deep understanding of BPO market dynamics, competitive strategies, and emerging technologies.

Career Pathway Context

We're looking for someone who isn't just ready for a Director/VP role but has already been operating at a senior leadership level, tackling complex challenges and delivering significant results in a global shared services or BPO environment. You'll have seen what works (and what doesn't) at scale.

Qualifications & Credentials

Emerging Foundation Skills

• Skill: Ethical AI Governance & Responsible Automation
• Why: As AI becomes embedded in every process, ensuring ethical considerations, bias mitigation, and responsible deployment isn't just a compliance issue; it's a critical leadership imperative to maintain client trust and avoid reputational damage.
• Concepts: [{'concept_name': 'AI Ethics Frameworks', 'description': 'Understanding principles like fairness, transparency, accountability, and privacy in AI systems.'}, {'concept_name': 'Bias Detection & Mitigation', 'description': 'Techniques to identify and reduce algorithmic bias in automated decision-making processes.'}, {'concept_name': 'Human-in-the-Loop Design', 'description': 'Designing automation workflows that effectively integrate human oversight and intervention.'}, {'concept_name': 'Regulatory Compliance for AI', 'description': 'Navigating evolving global regulations around AI deployment and data usage.'}]
• Prepare: This quarter: Review our current AI usage and identify potential ethical risks.
• Next 6 months: Work with legal and compliance to draft an internal 'Responsible AI' policy specific to shared services.
• Next 12 months: Lead a cross-functional workshop on ethical AI deployment, inviting client representatives.
• Ongoing: Stay updated on global AI ethics guidelines and best practices.
• QuickWin: Start by auditing one key automated process for potential bias or unintended consequences. You might be surprised what you find.
• Skill: Ecosystem Orchestration & Partnership Management
• Why: No single vendor or internal team can deliver everything. The future of BPO is about orchestrating a complex ecosystem of internal capabilities, external partners, niche tech providers, and even client resources to deliver integrated, end-to-end solutions. It's about being a conductor, not just a player.
• Concepts: [{'concept_name': 'Multi-Vendor Integration', 'description': 'Strategies for seamlessly integrating services and technologies from diverse providers.'}, {'concept_name': 'Co-Creation Models', 'description': 'Developing frameworks for joint innovation and problem-solving with strategic partners and clients.'}, {'concept_name': 'Ecosystem Governance', 'description': 'Establishing clear roles, responsibilities, and performance metrics across a network of partners.'}, {'concept_name': 'Platform Thinking', 'description': 'Viewing shared services as a platform that can integrate various capabilities, rather than a monolithic entity.'}]
• Prepare: This quarter: Identify 2-3 strategic partners where we could deepen our collaboration beyond current contracts.
• Next 6 months: Develop a 'partner innovation' programme, inviting selected vendors to co-develop new service offerings.
• Next 12 months: Map out our entire BPO ecosystem, identifying gaps and opportunities for new partnerships.
• Ongoing: Actively participate in industry forums focused on strategic alliances and ecosystem development.
• QuickWin: Schedule strategic 'innovation sessions' with your top 2-3 technology vendors. Ask them what's next, and how we can build it together.

Advancing Technical Skills

• Skill: Hyperautomation Architecture & Scalability
• Why: Moving beyond individual RPA bots to truly end-to-end, intelligent automation requires a sophisticated architectural understanding. You'll need to guide your teams in building resilient, scalable, and integrated automation solutions that deliver enterprise-wide impact.
• Concepts: [{'concept_name': 'Process Orchestration', 'description': 'Coordinating multiple automation technologies (RPA, AI, BPM) into seamless workflows.'}, {'concept_name': 'Automation Fabric', 'description': 'Designing a flexible and extensible automation infrastructure.'}, {'concept_name': 'Scalability Patterns', 'description': 'Ensuring automation solutions can handle increasing volumes and complexity.'}, {'concept_name': 'Security & Resilience in Automation', 'description': 'Building robust security measures and disaster recovery plans for automated processes.'}]
• Prepare: This quarter: Engage with our Head of Automation to understand the current architectural roadmap and challenges.
• Next 6 months: Attend an executive-level workshop on hyperautomation strategy and architecture.
• Next 12 months: Sponsor a proof-of-concept for a complex, end-to-end automated process that spans multiple systems.
• Ongoing: Review automation pipeline for architectural soundness and scalability potential.
• QuickWin: Challenge your automation team to present their 'future state' architecture for hyperautomation – and ask tough questions about scalability and integration.
• Skill: Digital Twin of Organisation (DTO) Leadership
• Why: Process mining tools are evolving into full DTOs, offering a real-time, virtual replica of our operations. Leading this means using advanced simulation and predictive analytics to proactively identify issues, model changes, and optimise performance before they happen in the real world.
• Concepts: [{'concept_name': 'Process Mining Advanced Analytics', 'description': 'Using tools like Celonis for root cause analysis, conformance checking, and predictive insights.'}, {'concept_name': 'Simulation & Scenario Planning', 'description': 'Modelling the impact of operational changes, resource allocation, and automation on business outcomes.'}, {'concept_name': 'Predictive Operational Intelligence', 'description': 'Using DTO data to anticipate bottlenecks, service failures, or compliance risks.'}, {'concept_name': 'Data Integration for DTO', 'description': 'Understanding the critical data sources and integration challenges for building a comprehensive digital twin.'}]
• Prepare: This quarter: Deep dive into our current process mining capabilities and identify one critical process for advanced DTO application.
• Next 6 months: Collaborate with our data science team to explore predictive modelling using DTO data.
• Next 12 months: Present a business case to the C-suite for expanding our DTO capabilities across a new service line.
• Ongoing: Use DTO insights as a standard input for all major strategic planning and operational reviews.
• QuickWin: Ask your process mining team for a 'what if' scenario analysis on a current operational challenge. See how DTO can provide answers.

Education Requirements

• Level: Minimum
• Req: Bachelor's degree in Business Administration, Operations Management, Finance, or a related field.
• Alts: Equivalent practical experience (e.g., 20+ years in a progressively senior shared services leadership role) will be considered, especially if combined with relevant certifications.
• Level: Preferred
• Req: Master's degree (MBA) or an advanced degree in a relevant discipline.
• Alts: Significant executive leadership programmes or certifications from reputable institutions can substitute for a formal Master's degree.

Experience Requirements

You'll need roughly 16-20 years of progressive experience in global shared services, BPO operations, or a related consulting field. This should include at least 5-7 years in a senior leadership role (e.g., Head of Shared Services, VP of Operations) with direct P&L responsibility for a multi-million-pound operation and a proven track record of leading large-scale digital transformation programmes across multiple geographies.

Preferred Certifications

• Cert: Global Business Services (GBS) Certification
• Prod: Shared Services & Outsourcing Network (SSON) or similar
• Usage: Demonstrates a comprehensive understanding of GBS models and best practices, crucial for strategic evolution.
• Cert: ITIL Expert Certification
• Prod: Axelos
• Usage: Valuable for leading IT-enabled shared services and ensuring robust service management frameworks.
• Cert: Certified Outsourcing Professional (COP)
• Prod: International Association of Outsourcing Professionals (IAOP)
• Usage: Highlights expertise in managing complex outsourcing relationships and contracts.

Recommended Activities

• Regularly attending executive-level industry conferences (e.g., SSON, Gartner Symposium) focused on shared services, BPO, and digital transformation.
• Participating in executive leadership programmes or peer networks to continuously develop strategic leadership and influencing skills.
• Engaging with industry analysts and thought leaders to stay ahead of market trends and emerging technologies.
• Mentoring junior and mid-level leaders within the organisation, sharing your expertise and building our talent pipeline.

Career Progression Pathways

Entry Paths to This Role

• Path: Head of Global Shared Services (Large Enterprise)
• Time: Direct move
• Path: VP of Operations (BPO Provider)
• Time: Direct move or 1-2 years
• Path: Senior Consulting Leader (Shared Services/BPO)
• Time: Direct move or 1-2 years

Career Progression From This Role

• Pathway: SVP, Global Business Services / Chief Operating Officer (COO)
• Time: 3-5 years
• Pathway: Regional VP / Head of Business Unit (BPO)
• Time: 2-4 years

Long Term Vision Potential Roles

• Title: Chief Operating Officer (COO)
• Time: 5-8 years
• Title: Chief Digital Officer (CDO)
• Time: 6-9 years
• Title: Board Member / Non-Executive Director (NED)
• Time: 8-12 years

How Zavmo Delivers This Role's Development

DISCOVER Phase: Skills Gap Analysis

Zavmo maps your current competencies against all requirements in this job description through conversational assessment. We evaluate your foundation skills (communication, strategic thinking), functional skills (CRM expertise, negotiation), and readiness for career progression.

Output: Personalised skills gap heat map showing strengths and priorities, estimated time to competency, neurodiversity accommodations.

DISCUSS Phase: Personalised Learning Pathway

Based on your DISCOVER results, Zavmo creates a personalised learning plan prioritised by impact: foundation skills first, then functional skills. We adapt to your learning style, pace, and neurodiversity needs (ADHD, dyslexia, autism).

Output: Week-by-week schedule, each module linked to specific job responsibilities, checkpoints and milestones.

DELIVER Phase: Conversational Learning

Learn through conversation, not boring modules. Zavmo uses 10 conversation types (Socratic dialogue, role-play, coaching, case studies) to build competence. Practice difficult QBR presentations, negotiate tough renewals, and handle churn conversations in a safe AI environment before facing real clients.

Example: "For 'Stakeholder Mapping', Zavmo will guide you through analysing a complex enterprise account, identifying key decision-makers, and building an engagement strategy."

DEMONSTRATE Phase: Competency Assessment

Zavmo automatically builds your evidence portfolio as you learn. Every conversation, practice scenario, and application example is captured and mapped to NOS performance criteria. When ready, your portfolio supports OFQUAL qualification claims and demonstrates competence to employers.

Output: Competency matrix, evidence portfolio (downloadable), qualification readiness, career progression score.