UK

United Kingdom · Operations · Director/VP (16-20 years)

Director, Operational Resilience

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports25-100+ reports
  • Reports toChief Operations Officer (COO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as VP, Business Resilience · Head of Enterprise Business Continuity · Director of Operations Risk & Resilience

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

ATHE Level 6 Award in Security Risk Management Consultancy ATHE Ltd · Level 6 · covers 3 of 7 standards
IRM's Level 5 International Certificate in Financial Services Risk Management Institute of Risk Management · Level 5 · covers 2 of 7 standards
CMI Level 5 NVQ Diploma in Management and Leadership Chartered Management Institute · Level 5 · covers 1 of 7 standards
ProQual Level 4 NVQ Diploma in Management ProQual Awarding Body · Level 4 · covers 5 of 7 standards
SFEDI Awards Level 3 Certificate in Business Innovation, Sustainability and Growth SFEDI Enterprises Ltd. T/A SFEDI Awards · Level 3 · covers 2 of 7 standards
SFEDI Awards Level 3 Award in Business Innovation, Sustainability and Growth SFEDI Enterprises Ltd. T/A SFEDI Awards · Level 3 · covers 2 of 7 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

organisational Resilience ATHE Level 6 Award in Security Risk Management Consultancy
Resilience IRM's Level 5 International Certificate in Financial Services Risk Management
Manage business risk CMI Level 5 NVQ Diploma in Management and Leadership
Implement and maintain business continuity plans and processes ProQual Level 4 NVQ Diploma in Management
Understand Business Resilience SFEDI Awards Level 3 Certificate in Business Innovation, Sustainability and Growth

The future skills this job leans on

Data Fluency turning numbers into a decision
Automation Fluency building AI into how work runs
Sustainability Fluency building care for people and planet into the work
Foresight Fluency seeing round the corner
Trust Fluency keeping the digital world safe
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Your Plan Illustration

Built for Director, Operational Resilience

5 units that map to this job, from the qualifications that cover it.

  1. organisational Resilience ATHE Ltd · covers 3 of 7 standards Level 6
  2. Resilience Institute of Risk Management · covers 2 of 7 standards Level 5
  3. Manage business risk Chartered Management Institute · covers 1 of 7 standards Level 5
  4. Implement and maintain business continuity plans and processes ProQual Awarding Body · covers 5 of 7 standards Level 4
  5. Understand Business Resilience SFEDI Enterprises Ltd. T/A SFEDI Awards · covers 2 of 7 standards Level 3
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Director, Operational Resilience?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI-Driven Predictive Resilience & Early Warning Systems
  • Cyber-Physical Systems (CPS) Resilience
  • Climate Change Adaptation & Resilience
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Director, Operational Resilience plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

This job plans and oversees how a business unit keeps running when things go wrong, from cyber-attacks to natural disasters.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

BCM Software (e.g., Fusion Risk Management, Castellan, Noggin, Veoci) Strategic

Leading the selection, procurement, and enterprise-wide deployment of BCM platforms. Defining the data architecture, overseeing integration with other systems (e.g., HRIS, GRC), and ensuring the platform meets strategic resilience objectives. You're the one making the call on which platform we use and how it's configured for the entire business unit.

Emergency Notification System (ENS) (e.g., Everbridge, OnSolve) Architect

Owning the ENS strategy for the business unit, negotiating contracts with vendors, and ensuring seamless integration with HRIS and other communication channels for automated data synchronisation. You'll ensure the system can support complex, multi-channel alerts during major incidents.

GRC Platform (e.g., ServiceNow GRC, Archer) Strategic

Defining the enterprise risk taxonomy and ensuring the operational resilience programme aligns perfectly with the overall GRC framework and regulatory requirements. You'll oversee the use of these platforms for risk assessments, control effectiveness monitoring, and audit management at a strategic level.

Collaboration & Knowledge Management Tools (e.g., Confluence, Jira, Smartsheet) Strategic

Establishing the enterprise-wide knowledge management strategy for all resilience-related documentation, ensuring accessibility, version control, and auditability. You'll oversee how these tools are used to manage complex resilience programmes and initiatives across your teams.

Executive Data Visualisation (e.g., Tableau Server, Power BI) Strategic

Defining the key performance indicators (KPIs) and key risk indicators (KRIs) for the entire resilience function. You'll ensure these are presented in clear, actionable executive dashboards that provide real-time insights to the C-Suite and Board, enabling data-driven strategic decisions.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Strategic Resilience Investments Escalate all investment proposals for review. Propose solutions for review, typically up to £5K spend. Recommend investments up to £50K, consult Director on larger sums.
Crisis Invocation & Response Follow established protocols, escalate immediately. Execute specific recovery steps within defined parameters. Lead tactical response, recommend invocation to Director.
Organisational Design & Staffing No authority over team structure or hiring. Provide input on team needs, no hiring authority. Interview candidates, recommend hires for junior roles.
Regulatory Engagement & Policy Assist with data gathering for regulatory requests. Draft responses to routine regulatory queries. Lead specific regulatory submissions, consult Director on strategy.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Enterprise Resilience Maturity Score
Improvement in our internal resilience maturity model, which assesses our capabilities across BCM, IT DR, crisis management, and supply chain resilience.
Target · Increase maturity from Level 2 to Level 3 (out of 5) within 18 months, with a clear roadmap to Level 4.

Achieving a score of 3.2 in Q4, up from 2.5 in Q1, demonstrating progress in key areas like exercise effectiveness and supply chain mapping.

Reduction in Recovery Time Objective (RTO) Gaps
The percentage reduction in the difference between our desired RTOs and our actual demonstrated recovery capabilities for critical business processes.
Target · Achieve a 20% reduction in RTO gaps for the top 10 critical processes within 12 months.

After a full-scale exercise, the RTO for our core order processing system improved from 6 hours to 4.5 hours, closing a 1.5-hour gap.

Financial Impact Reduction from Max Tolerable Outage (MTO)
Quantifiable reduction in the potential financial loss associated with a Maximum Tolerable Outage (MTO) for our most critical functions.
Target · Reduce the projected MTO financial impact by £5M+ through targeted resilience investments and improved recovery strategies within 2 years.

Through investment in redundant systems and a faster recovery strategy, the estimated financial loss for a 24-hour outage of our primary logistics platform dropped from £20M to £14M.

Critical Audit Findings Related to Resilience
The number of high-severity findings from internal and external audits related to business continuity, disaster recovery, and operational resilience.
Target · Reduce critical audit findings by 75% year-over-year.

Moving from 4 critical findings in the Q4 2023 audit to 1 critical finding in Q4 2024, demonstrating significant programme improvement.

Supply Chain Resilience Score
Improvement in our internal scoring model for critical third-party vendor resilience, assessing their BCM maturity and disaster recovery capabilities.
Target · Increase the average resilience score for our top 50 critical suppliers by 15% within 18 months.

After working with our key logistics provider, their BCM maturity score improved from 2.8 to 3.3, reflecting better documented plans and recent exercise participation.

Board and C-Suite Confidence
The level of trust and reliance the Board and C-Suite place in the resilience programme, evidenced by their proactive engagement and strategic investment decisions.
  • You're regularly invited to strategic planning meetings to provide input on risk
  • your recommendations for resilience investments are typically approved
  • the COO and CEO reference the resilience programme in investor calls
  • you're seen as the go-to expert for major operational risk questions.
Cross-functional Resilience Integration
How well resilience considerations are embedded into the daily operations and strategic project planning across the business unit, rather than being an afterthought.
  • Resilience requirements are built into new product development lifecycles
  • IT DR is a standard part of system architecture reviews
  • major change programmes automatically include resilience impact assessments
  • department heads proactively seek your team's input on process changes that could affect continuity.
Team Leadership and Development
The effectiveness of your leadership in building, mentoring, and developing a high-performing operational resilience team, including succession planning.
  • Your direct reports are consistently meeting or exceeding their objectives
  • there's a clear succession plan for key roles
  • team members are progressing into more senior positions
  • the team demonstrates strong collaboration and knowledge sharing
  • feedback from your team and peers highlights your supportive and empowering leadership style.
Regulatory Engagement and Reputation
Our standing with key regulatory bodies regarding operational resilience, demonstrating proactive engagement and a strong compliance posture.
  • Regulators view us as a leader in resilience, often asking for our input on industry best practices
  • we receive minimal or no adverse findings during regulatory reviews
  • you're invited to speak at industry forums on resilience topics, enhancing our external reputation.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Protecting the Business

You'll feel a deep sense of purpose knowing your work directly safeguards the organisation's future, its employees, and its customers. Every strategic decision, every programme you launch, is about building a stronger, more secure foundation.

Leading the successful recovery from a major IT incident, seeing critical systems restored and knowing your planning prevented a multi-million pound loss.

Strategic Impact & Influence

You'll thrive on shaping the direction of a large business unit, seeing your vision for resilience become reality. You'll enjoy the challenge of influencing senior leaders and securing significant investment for critical programmes.

Presenting a multi-year resilience roadmap to the Board, getting their unanimous approval, and then seeing the tangible improvements roll out across the business.

Building High-Performing Teams

You'll get immense satisfaction from mentoring and developing a large, diverse team of resilience professionals. Seeing your managers and leads grow, taking on more responsibility, and delivering exceptional results will be a key driver.

A junior manager you mentored successfully leading a complex, cross-functional exercise from start to finish, demonstrating real growth and leadership.

What frustrates people
  • The 'It Can't Happen Here' Mindset: Constantly having to justify investment in resilience against competing priorities, only for a crisis to prove you right.
  • Resource Constraints: Battling for budget and headcount to properly staff and equip the resilience function.
  • Siloed Thinking: Trying to break down departmental silos to create a truly integrated, end-to-end resilience strategy.
  • Regulatory Overload: Navigating a complex and ever-changing landscape of operational resilience regulations and reporting requirements.
  • The 'Prophet of Doom' Stigma: Being seen as the person who always points out what could go wrong, rather than celebrating what goes right.
What this role does not give you
  • A purely reactive role; we need proactive, strategic thinking here.
  • A 'set it and forget it' environment; the threat landscape is constantly evolving.
  • A role where you're just managing a small team; this is about leading a significant function.
  • A role with minimal exposure to senior leadership; you'll be front and centre with the Board and C-Suite.

8Who you work with

This role directly impacts the entire Operations business unit's ability to maintain critical services, protect revenue streams, and manage reputational risk during periods of significant disruption. Your strategic decisions will shape the long-term viability and competitive advantage of the organisation in an increasingly volatile world. Honestly, you're a major part of keeping the lights on and the business thriving.

Inside the business
  • Chief Operations Officer (COO)
  • Chief Information Officer (CIO)
  • Chief Risk Officer (CRO)
  • Head of Legal & Compliance
  • SVP, Global Supply Chain
  • Head of Finance
Outside the business
  • Regulatory Bodies (e.g., PRA, FCA, ICO)
  • External Auditors
  • Key Strategic Partners & Suppliers
  • Industry Resilience Forums
  • Insurance Providers

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • Extensive experience (16+ years) in a senior leadership role overseeing large-scale operational resilience, business continuity, or enterprise risk management programmes within a complex, regulated organisation.
  • Proven track record of managing multi-million pound budgets and leading diverse teams of 25+ individuals, including managers and leads.
  • Demonstrated success in defining and implementing strategic resilience frameworks that have significantly improved an organisation's ability to withstand major disruptions.
  • Experience presenting to and influencing Board-level executives and engaging directly with senior regulatory bodies.
  • A deep understanding of the Operations sector and its unique risk landscape.
  • Strong commercial acumen, with the ability to quantify risk and articulate the business value of resilience investments.

10What to practise next

Where the job is going, and what to do about it starting this week.

Advanced GRC & Integrated Risk Platforms

GRC platforms are evolving into truly integrated risk management ecosystems, bringing together not just operational resilience but also cyber risk, compliance, and enterprise risk. You'll need to drive the strategic integration of these platforms to provide a single, holistic view of risk across the business unit.

Risk Aggregation & Correlation · Automated Control Testing · Third-Party Risk Orchestration

  • This quarter: Meet with GRC platform vendors to understand their roadmap for integrated operational resilience capabilities.
  • Next 6 months: Develop a plan to consolidate disparate risk management tools into a single, integrated GRC platform for the business unit.
  • Next 12 months: Lead the implementation of advanced risk aggregation and reporting capabilities within our chosen GRC platform.

Quick win: Identify one manual risk assessment process that could be automated or streamlined by better using our existing GRC platform.

Digital Twin & Simulation Technologies for Operations

Digital twins – virtual replicas of physical systems or processes – are becoming powerful tools for operational resilience. They allow for risk-free simulation of disruptions, testing recovery strategies, and optimising operational layouts without impacting live systems. This will transform how we design, test, and assure resilience.

Process Modelling & Simulation · Infrastructure Digital Twins · Real-time Data Integration

  • This quarter: Research leading digital twin providers and their applications in operational resilience for our industry sector.
  • Next 6 months: Sponsor a pilot project to create a digital twin for one of our most critical operational processes or physical assets.
  • Next 12 months: Evaluate the results of the pilot and develop a strategy for broader adoption of digital twin technology in resilience testing.

Quick win: Explore publicly available case studies on digital twins in manufacturing or logistics to get a feel for the potential.

11Staying current once you are in

What people here do to keep up
  • Regularly attend and present at industry conferences (e.g., BCI World, DRI Conference, OpRisk North America) to stay current on emerging trends and network with peers.
  • Participate in relevant industry working groups or regulatory forums to influence best practices and policy development.
  • Pursue ongoing executive education in areas like strategic leadership, advanced risk analytics, or organisational psychology.
  • Engage in mentorship opportunities, both as a mentor to rising talent and as a mentee to a C-Suite executive or Board member.
  • Read widely on topics such as geopolitical analysis, climate science, and emerging technologies to anticipate future risks.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI-Driven Predictive Resilience & Early Warning Systems

Traditional resilience is often reactive. The future is about predicting disruptions before they happen. Competitors are already exploring AI to analyse vast datasets (weather, news, social media, supply chain telemetry) to anticipate risks and trigger early warnings, giving them a critical head start.

  • Anomaly Detection
  • Scenario Forecasting
  • Causal Inference
  • Real-time Supply Chain Monitoring

Cyber-Physical Systems (CPS) Resilience

The convergence of IT (Information Technology) and OT (Operational Technology) means that cyber-attacks can now directly impact physical operations – think factories, logistics hubs, and critical infrastructure. Protecting these integrated systems is a new frontier for resilience, and a single cyber breach could lead to physical damage or widespread operational shutdown.

  • IT/OT Convergence Risks
  • Industrial Control System (ICS) Security
  • Physical Security Integration
  • Safety Instrumented Systems (SIS)

Climate Change Adaptation & Resilience

Climate change isn't a future problem; it's a current and increasing driver of operational disruption. Extreme weather events, resource scarcity, and climate-related regulatory changes will directly impact our supply chains, physical assets, and operational continuity. Integrating climate risk into long-term resilience planning is no longer optional.

  • Physical Climate Risk Assessment
  • Transition Climate Risk
  • Climate Scenario Analysis
  • Nature-Based Solutions

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Risk Management (ERM)
  • Organisational Design for Resilience
  • Geopolitical & Macroeconomic Risk Analysis
  • Crisis Management & Communications at Executive Level
  • Supply Chain Resilience & Third-Party Risk Management
  • IT Disaster Recovery (IT DR) Strategy

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Head of Business Continuity & Resilience (L5)

    3-5 years in previous role

    Skills to master

    • Mastering team leadership, managing a multi-faceted resilience programme, presenting to senior management, and developing a holistic view of resilience beyond just BCM.

    You're ready to move on when

    • Successfully led a significant resilience transformation project.
    • Consistently delivered on programme objectives and budget.
    • Developed and mentored a high-performing team.
    • Demonstrated strong influencing skills with senior stakeholders.
  2. 2

    Director of Enterprise Risk Management (from another sector)

    4-6 years in previous role

    Skills to master

    • Deep dive into operational specifics, understanding the nuances of physical operations, supply chains, and IT infrastructure. Translating broad ERM principles into actionable operational resilience strategies.

    You're ready to move on when

    • Proven ability to adapt risk management frameworks to new domains.
    • Strong track record of influencing cross-functional teams.
    • Demonstrated quick learning and ability to grasp complex operational details.
    • Experience managing large-scale risk programmes.
  3. 3

    Senior Leader in IT Disaster Recovery / Infrastructure

    5-7 years in previous role

    Skills to master

    • Broadening scope beyond IT to include business process continuity, crisis management, and supply chain resilience. Developing executive communication and strategic influencing skills for non-technical audiences.

    You're ready to move on when

    • Successfully led major IT DR programmes and recoveries.
    • Demonstrated understanding of business impact beyond technical systems.
    • Strong leadership skills and ability to manage complex projects.
    • Proactive engagement with business stakeholders on resilience matters.

15Where this role leads

The long view: This work can lead to board-level risk roles, resilience consulting, or shaping resilience policy and regulation for an industry.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Director, Operational Resilience is actually changing.

Where it leads

Roles this leads to

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from organisational Resilience, worked against Director, Operational Resilience.

organisational Resilience Level 6

Applied to your work in Director, Operational Resilience

This unit aims to provide learners with a comprehensive understanding of Organisational Resilience capability and its key components, including adaptability, agility, and robustness. Learners will explore the principles of criticality management, impact analysis, and the role of human factors in organisational resilience, enabling them to mitigate the effects of disruptions.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Director, Operational Resilience plan, free
See Your Progress Grow Illustration
Director, Operational Resilience
  • Enterprise Risk Management (ERM)
  • Organisational Design for Resilience
  • Geopolitical & Macroeconomic Risk Analysis
  • Crisis Management & Communications at Executive Level
  • Supply Chain Resilience & Third-Party Risk Management
  • IT Disaster Recovery (IT DR) Strategy
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Director, Operational Resilience is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Resilience Officer (CRO)

    3-5 years in current role

    L7 (C-Suite)

    • Investor relations and communicating resilience posture to the market.
    • Global regulatory engagement and harmonisation of resilience standards.
    • Advanced geopolitical and macro-economic risk modelling for enterprise strategy.
    • Strategic oversight of all risk functions (operational, cyber, financial) as an integrated whole.

  2. Chief Operations Officer (COO)

    4-6 years in current role

    L7 (C-Suite)

    • Global supply chain management and optimisation.
    • Manufacturing and production leadership.
    • Customer service strategy and delivery.
    • Lean and Six Sigma methodologies for operational excellence.
Working with AI on the job

Working with AI

Where AI is starting to help

As a Director, your time is precious. You should be shaping strategy, influencing the Board, and leading your team, not drowning in data or drafting endless reports. Frankly, AI is here to give you back that time.

We're not just talking about minor tweaks; we're talking about a fundamental shift in how you lead our operational resilience. AI can handle the grunt work, analyse vast amounts of information, and even help simulate complex scenarios, freeing you up to make truly strategic decisions and drive significant change.

Strategic Risk Modelling & Scenario Planning

Use advanced AI models to simulate complex, multi-variable disruption scenarios – think geopolitical instability, widespread climate events, or sophisticated cyber-attacks. The AI can quantify potential business unit impact across various vectors (financial, reputational, operational) and test the effectiveness of different mitigation strategies in real-time. This means you can present data-backed strategic recommendations to the Board, rather than just educated guesses.

Executive Dashboard Automation & Predictive Insights

Leverage AI-powered dashboards that pull and synthesise data from all your resilience systems (GRC, ENS, HRIS, supply chain platforms). These dashboards won't just show you what happened; they'll use predictive analytics to highlight emerging risks, potential RTO/RPO breaches, and areas of declining resilience maturity before they become critical. Imagine walking into a Board meeting with real-time, forward-looking insights at your fingertips.

Policy, Framework & Regulatory Response Drafting

Generative AI can be trained on our existing policies, regulatory guidance (like PRA SS2/21 or DORA), and industry best practices to draft and review complex resilience policies, standards, and regulatory responses. This ensures consistency, compliance, and significantly reduces the time your team spends on administrative drafting, allowing them to focus on implementation and assurance. You'll still need to review and approve, of course, but the heavy lifting is done.

Advanced Crisis Simulation & Leadership Training

Deploy AI to create highly realistic, dynamic crisis simulations for your leadership teams. The AI can act as an 'opposing force,' introducing unexpected twists, simulating media reactions, or dynamically altering supply chain conditions in real-time during a tabletop exercise. This provides invaluable, immersive training for your C-Suite and Gold Command teams, preparing them for the messiness of a real incident far better than static scenarios.

Common questions

Common questions

How do you become a Director, Operational Resilience?

Common routes in include Head of Business Continuity & Resilience (3-5 years in previous role), Director of Enterprise Risk Management (from another sector) (4-6 years in previous role) and Senior Leader in IT Disaster Recovery / Infrastructure (5-7 years in previous role). Times vary with prior experience.

Where can a Director, Operational Resilience progress to?

This role can lead on to Chief Resilience Officer (CRO) (3-5 years in current role) and Chief Operations Officer (COO) (4-6 years in current role), depending on the skills you build.

What new skills matter most for a Director, Operational Resilience?

Increasingly, AI-Driven Predictive Resilience & Early Warning Systems, Cyber-Physical Systems (CPS) Resilience and Climate Change Adaptation & Resilience. These are the skills our record of this role lists as growing.

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17Where to go from here

Other roles at Level 7

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in operations

Stay in the field you know and move sideways rather than up.
If you leave this industry

The skills built here, strategic leadership, enterprise risk management, crisis leadership and organisational resilience, apply across regulated industries such as financial services, utilities, logistics and critical national infrastructure.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my Director, Operational Resilience plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.