United Kingdom · Operations · C-Suite (20+ years)

EVP of Global Operations

Here is the whole job, in plain words. What it is, a real day, 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.

Experience bandC-Suite (20+ years)
Reports toChief Executive Officer (CEO) and the Board of Directors
UK framework levelUsually an executive or board-level role

Also advertised as Chief Operations Officer (COO) · Global Head of Operations · President, Worldwide Operations

Built on an analysis of 43,079 real UK job descriptions · grounded in qualifications employers recognise

Start with a free Future Fluency check, tuned to EVP of Global Operations

Ten quick questions, one per Future Fluency, asked against this role rather than a generic one. About five minutes, and no card.

Start the check, free

1What this role really is

This isn't just a big job; it's *the* job for someone who lives and breathes making things work, globally. You'll be the architect and conductor of our entire operational orchestra, from sourcing raw materials to getting finished products into customers' hands, all across the world. We're talking about setting the enterprise-wide operations strategy, making sure our supply chain is robust, efficient, and ready for whatever the world throws at it. You're accountable to the CEO and the Board for making sure we can actually deliver what we promise, at scale, profitably.

2What you'd actually use

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

SAP S/4HANAStrategic

You won't be a daily user, but you'll define the strategic ERP roadmap, approve major customisation budgets, and interpret enterprise-level performance data from the system. You understand its capabilities and limitations at a strategic level.

Power BI PremiumArchitect

You define enterprise-wide KPIs and visualisation standards for operational performance. You interpret insights from complex dashboards to challenge business assumptions and drive strategic pivots. You champion data literacy across the organisation.

AnaplanAdvanced/Strategic

You own the strategic modelling process for S&OP, capacity planning, and network design. You direct teams to build new scenarios (e.g., M&A integration, new market entry) and use model outputs to defend multi-million pound decisions to the Board.

CelonisExpert/Sponsor

You are the executive sponsor for process mining initiatives. You use Celonis insights to identify multi-million pound opportunities for automation and re-engineering across global processes. You hold VPs accountable for process improvement metrics derived from the platform.

Diligent BoardsExpert

You directly use the platform to access, review, and annotate board materials. You understand the governance and security protocols for sensitive information and contribute your own reports and presentations to the board pack.

ServiceNow GRCStrategic

You set the risk appetite for global operations. You review enterprise risk dashboards and ensure operational resilience plans are robust and regularly tested. You use the platform to maintain oversight of our global compliance posture.

3What 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 choice	Coming in	Where you are now	The step above
Global Operational Strategy & Vision	N/A	N/A	Defines and champions the multi-year global operations strategy, seeking alignment and approval from the CEO and Board. Owns the strategic roadmap.
Capital Expenditure (CAPEX) Approval	N/A	N/A	Approves CAPEX up to £5M for operational investments (e.g., new machinery, warehouse automation). Presents and advocates for larger CAPEX requests (e.g., new factory build) to the Board for final approval.
Organisational Design & Senior Hiring	N/A	N/A	Full authority over the organisational structure of the global Operations function. Makes all hiring decisions for VPs and Directors within your remit, with CEO consultation for direct reports.
Major Vendor & Partner Selection	N/A	N/A	Selects and approves all global strategic partners (e.g., 3PLs, major raw material suppliers, ERP system integrators) with contracts potentially worth tens of millions. Informs the CEO and CFO.
M&A Operational Integration Strategy	N/A	N/A	Defines the operational integration strategy for all M&A activities, including synergy targets, system consolidation, and process harmonisation. Collaborates closely with the CEO and CFO.

4How you'll be judged

The scoreboard, honestly: the hard targets, how often each one is actually looked at, and the quiet human signals that never make it onto a dashboard.

EBITDA Impact from Operational Efficiency

The direct financial contribution of operational improvements (cost savings, waste reduction, productivity gains) to the company's Earnings Before Interest, Taxes, Depreciation, and Amortisation.

Target · Deliver >£20M in annual operational efficiency savings, contributing directly to EBITDA.

In Q4, your team implements a new manufacturing process that reduces material waste by 15% across three major plants, saving £5M, and renegotiates freight contracts saving another £2M, directly boosting EBITDA by £7M for the quarter.

Working Capital Reduction (Days Inventory Outstanding - DIO)

How quickly we're converting our inventory into sales. A lower DIO means we're tying up less cash in stock, which is great for liquidity.

Target · Reduce Days Inventory Outstanding (DIO) by 10% year-over-year.

If our DIO was 90 days last year, you'd aim to bring it down to 81 days this year, freeing up potentially tens of millions of pounds in cash that can be reinvested or returned to shareholders.

Cost of Goods Sold (COGS) as % of Revenue

This tells us how efficient our production and supply chain are. Lowering this percentage means we're making more profit on each sale.

Target · Reduce COGS as a percentage of revenue by 100 basis points (1%) through strategic initiatives.

If COGS was 60% of revenue last year, you'd aim for 59% this year. This might come from better sourcing, manufacturing efficiencies, or logistics optimisation, adding millions to the bottom line.

Strategic Goal Attainment (Major Initiatives)

Successfully delivering on the big, hairy, audacious goals that transform the business, like launching in new markets or integrating acquisitions.

Target · Successfully launch operations in a new market (e.g., APAC) or integrate a £100M+ acquisition on time and on budget (within 5% variance).

Leading the operational integration of a recently acquired company, merging their supply chain, manufacturing, and ERP systems within 18 months, hitting all synergy targets and maintaining customer service levels.

Global On-Time, In-Full (OTIF) Delivery

The percentage of customer orders delivered completely, on time, and to the right place. It's a key measure of customer satisfaction and operational reliability.

Target · Achieve >98% Global OTIF for all customer orders.

Despite a major port delay in Rotterdam, your team proactively reroutes shipments and adjusts production schedules, maintaining a 98.5% OTIF for the quarter, preventing significant customer impact.

Board and Investor Confidence

The Board and investors trust your operational insights and strategic direction. They see you as a steady hand, especially during crises.

You're regularly consulted by the CEO on major strategic decisions. Board members actively seek your perspective on risk and growth opportunities. Investor calls highlight your operational leadership as a key strength of the company.

Organisational Resilience and Agility

Our global operations can quickly adapt to unexpected disruptions (geopolitical, natural disasters, market shifts) without significant long-term impact.

When a major supplier's factory closes due to a natural disaster, your team has alternative sourcing plans and contingency logistics in place, limiting disruption to a few days rather than weeks. The organisation recovers quickly and learns from each event, strengthening its defence.

Talent Development and Succession Planning

You're building a strong bench of operations leaders for the future, ensuring continuity and growth within the function.

Key leadership positions (VP, Director) are filled internally 70% of the time. Your direct reports are regularly promoted to larger roles within the company or even externally. You have a clear, actionable succession plan for your own role and critical direct reports.

Cross-Functional Collaboration and Influence

You effectively get our C-suite peers (Product, Sales, Finance) to agree on and support major operational initiatives, even when it means tough trade-offs.

You successfully champion a 'design for manufacturability' initiative with Product Development, leading to simpler, cheaper products. Sales consistently aligns their forecasts with your S&OP plan. Finance fully funds critical operational investments based on your compelling business cases.

5Would you like it

The honest version. What people enjoy, and what grinds them down.

What people enjoy

Solving Complex Global Puzzles

You'll spend your days tackling multi-faceted challenges like optimising a global supply chain for both cost and resilience, figuring out how to scale production in new markets, or integrating disparate operational systems post-acquisition. Every day brings a new, intricate problem to unpick and solve.

Figuring out how to reduce our carbon footprint by 20% across our global logistics network while simultaneously cutting transport costs by 10%—it's a massive, multi-variable optimisation problem that you'll lead.

Driving Tangible, Bottom-Line Impact

Your work directly translates into millions of pounds saved, increased profitability, and improved customer satisfaction. You'll see the direct financial and operational results of your strategic decisions and transformations, which is incredibly rewarding.

Leading a Lean Six Sigma transformation across our manufacturing sites that reduces Cost of Goods Sold by 1.5% annually, directly boosting our gross margin and contributing significantly to EBITDA.

Building and Empowering High-Performing Global Teams

You'll be coaching, mentoring, and developing a deep bench of operations leaders across the world. Seeing your VPs and Directors grow, take on bigger challenges, and deliver exceptional results under your guidance is a huge part of the job's satisfaction.

Identifying a high-potential regional Director and sponsoring their development into a global VP role, then watching them successfully lead a major cross-continental initiative.

What frustrates people

Dealing with the 'Watermelon' Status Report: Regional reports that look great on paper but hide deep-seated problems you only uncover when you dig in.
Geopolitical Whack-a-Mole: Years of supply chain optimisation undone overnight by tariffs, conflicts, or natural disasters, forcing expensive, reactive redesigns.
The Inventory Tug-of-War: Constantly being squeezed between Finance's desire for low working capital and Sales' demand for infinite product availability.
M&A Graveyard: Inheriting acquired companies with fragmented systems, conflicting processes, and entrenched cultures that resist global standardisation.
Design for Cost, Not for Manufacturing: Fighting battles with R&D because they've designed brilliant products that are unnecessarily complex and expensive to produce at scale.
The Tyranny of the Urgent: Your strategic calendar is booked, but your day gets eaten up by fire-fighting an unexpected customs hold-up in Shanghai or a major quality failure from a Tier-2 supplier.

What this role does not give you

A predictable 9-to-5 schedule; global operations means global hours.
A quiet, solitary work environment; you're constantly interacting, influencing, and problem-solving.
The luxury of waiting for perfect information before making critical decisions.
A role where you can avoid difficult conversations or tough trade-offs.

6Who you work with

This role directly shapes the company's ability to compete, grow, and deliver shareholder value. You're responsible for the operational P&L, influencing everything from gross margins to working capital. Your decisions on supply chain architecture, manufacturing footprint, and process excellence have multi-year, multi-million pound implications for the entire enterprise. Get it right, and we dominate. Get it wrong, and we struggle to survive.

Inside the business

CEO and Executive Leadership Team (CFO, CPO, CRO, CTO)
Board of Directors (especially Audit and Risk Committees)
Regional Business Unit Heads
Product Development and Engineering

Outside the business

Major Suppliers and Strategic Partners
Investors and Financial Analysts
Government Regulators (trade, environmental, labour)
Key Customers (for strategic relationships and feedback)

7What you need before you start

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

A proven track record of leading large, complex global operations functions for at least 10 years, with direct P&L responsibility for multi-hundred-million-pound budgets.
Demonstrated success in driving significant operational transformations (e.g., ERP implementations, supply chain redesigns, Lean Six Sigma deployments) that have delivered measurable financial impact.
Extensive experience managing and developing a diverse, multi-cultural global leadership team.
Direct experience presenting to and influencing Board-level stakeholders and external investors.
A deep understanding of the specific industry sector's operational challenges and competitive landscape, or a proven ability to quickly adapt to a new industry.
Experience in managing operations through significant geopolitical or economic disruptions.

8What to practise next

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

AI/ML for Supply Chain Orchestration

Critical within 6-12 months. Basic predictive analytics are old news. We'll be moving to AI-driven autonomous supply chain orchestration, where AI optimises inventory, routing, and production schedules in real-time, responding dynamically to disruptions. You need to understand how to build and trust these systems.

Reinforcement learning for dynamic routing · Prescriptive analytics for demand sensing · Explainable AI (XAI) for trust and auditability · AI ethics and bias in automated decision-making

This week: Read up on the latest advancements in AI for supply chain management from Gartner or McKinsey.
This month: Schedule deep-dive sessions with our data science and IT teams to understand our current AI capabilities and limitations.
Next quarter: Sponsor a pilot project using AI for a specific supply chain optimisation challenge (e.g., inventory placement).
Month 6: Evaluate the pilot's success and develop a roadmap for broader AI adoption in operations.

Quick win: Start by using existing AI features within our SAP or Anaplan systems for enhanced forecasting or inventory optimisation. Many platforms have these built-in now.

Blockchain for Supply Chain Traceability & Trust

Important within 18-24 months. As transparency and provenance become paramount for consumers and regulators, blockchain offers an immutable record of a product's journey. You'll need to understand its strategic implications for building trust and ensuring compliance in our global network.

Distributed Ledger Technology (DLT) fundamentals · Smart contracts for automated transactions · Consensus mechanisms and network governance · Integration with existing ERP and IoT systems

This quarter: Attend a webinar or executive briefing on blockchain in supply chain.
Next 6 months: Identify a specific use case where immutable traceability would add significant value (e.g., high-value goods, ethical sourcing).
Month 9: Explore potential blockchain platforms and partners for a pilot project.
Month 12: Assess the business case for broader blockchain adoption, considering costs and benefits.

Quick win: Engage with a major supplier or customer who is already using blockchain for traceability and explore how we could integrate with their existing network.

9Staying current once you are in

What people here do to keep up

Regular attendance and speaking engagements at leading global operations and supply chain conferences (e.g., Gartner Supply Chain Symposium, CSCMP).
Participation in executive leadership programmes at top business schools (e.g., London Business School, INSEAD, Harvard).
Active involvement in industry associations and thought leadership groups related to operations, manufacturing, or supply chain.
Mentoring rising talent within the organisation and externally, sharing your vast experience.
Engaging in continuous learning on emerging technologies like AI/ML, blockchain, and digital twins, specifically their application in operations.

10How the AI economy is changing work like this

Before we ask anything of you, here's what we can already say about AI and work of this kind:

The new skill this role is being asked for: Digital Twin Strategy & Implementation

Critical within 12 months. Competitors are already building virtual replicas of their entire supply chains and factories. This allows for real-time monitoring, predictive maintenance, and scenario planning that's simply impossible with traditional methods. If we're not doing this, we'll fall behind in efficiency and resilience.

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

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.

Digital Twin Strategy & Implementation

Critical within 12 months. Competitors are already building virtual replicas of their entire supply chains and factories. This allows for real-time monitoring, predictive maintenance, and scenario planning that's simply impossible with traditional methods. If we're not doing this, we'll fall behind in efficiency and resilience.

Real-time data integration (IoT, sensors)
Simulation and 'what-if' analysis
Predictive analytics for maintenance and performance
Interoperability with ERP and MES systems

Circular Economy Operational Design

Important within 18 months. Consumer and regulatory pressure for sustainability is growing rapidly. Moving beyond 'less bad' to 'actually good' means designing operations for reuse, repair, and recycling. Companies that master this will gain a significant competitive advantage and reduce long-term resource risks.

Product-as-a-Service models
Reverse logistics network design
Material passports and traceability
Industrial symbiosis and waste valorisation

What you’ll use

Skills this role draws on

Technical

Lean Six Sigma (DMAIC/DMADV)
Supply Chain Optimisation (SCOR Model)
Theory of Constraints (TOC)
Hoshin Kanri (Policy Deployment)
Sales and Operations Planning (S&OP) Leadership
Total Cost of Ownership (TCO) Analysis

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
VP of Global Supply Chain / Manufacturing (Large Enterprise)
5-10 years at VP level
Skills to master
- Deep expertise in end-to-end supply chain management, strategic sourcing, global logistics, and manufacturing excellence. Proven ability to manage multi-billion pound spend and lead large, diverse teams across multiple geographies. Experience driving significant cost reduction and efficiency programmes.
You're ready to move on when
- Successfully led a major supply chain redesign or manufacturing footprint optimisation project.
- Consistently delivered >£50M in annual savings or efficiency gains.
- Developed and mentored multiple Directors and Senior Managers who have progressed in their careers.
- Regularly presented operational performance and strategy to the C-suite.
2
Chief Operating Officer (COO) of a Mid-Sized Company
3-7 years as COO
Skills to master
- Broad operational P&L responsibility, covering not just supply chain/manufacturing but also potentially customer service, IT operations, and other core business functions. Experience directly reporting to a CEO and working closely with a Board. Demonstrated ability to scale operations during rapid growth.
You're ready to move on when
- Owned the entire operational P&L for a company with revenues >£200M.
- Successfully scaled operations to support significant revenue growth (e.g., 20%+ YoY).
- Played a key role in M&A integration or new market entry from an operational perspective.
- Developed a comprehensive operational strategy and executed against it effectively.
3
Management Consulting Partner (Operations Practice)
10-15 years in consulting, 5+ years as Partner
Skills to master
- Extensive experience advising multiple Fortune 500 clients on complex global operations strategy, supply chain transformation, and operational excellence. Deep understanding of various industries and best practices. Strong client relationship management and business development skills.
You're ready to move on when
- Led multiple multi-million pound operations transformation engagements for global clients.
- Published thought leadership on future trends in operations or supply chain.
- Built and managed a successful consulting practice or team.
- Developed a reputation as a trusted advisor to C-suite executives on operational matters.

11Where this role leads

The long view:This EVP role is a pinnacle for operational leaders. Your long-term career vision will likely involve either ascending to the ultimate leadership position as CEO, or leveraging your unparalleled experience to shape multiple organisations through board and advisory roles. The impact you'll have is truly significant, defining the very backbone of how a global company operates and succeeds.

Pay & demand

Pay and demand for this role will appear here, each figure traced to a named authoritative source (e.g. the ONS Annual Survey of Hours and Earnings, under the Open Government Licence). We don’t show numbers we can’t attribute.

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 EVP of Global Operations is actually changing. In about two minutes, the free confidence check asks where you stand on each of the ten. That's the whole check, and it's what makes the plan yours rather than generic.

12The team that's yours

No two people are taught the same way. This is one-to-one, not one-to-many.

Zavmo is a hyper-personalised AI learning platform. Twelve virtual tutors, each with a different way of teaching, and one orchestration agent that picks the right one for the moment. So every single lesson is shaped around you, your role, and the way you learn. Not a course everyone sits through. A conversation built for you, and no one else.

…and nine more, matched to you after your first chat. Meet all twelve

Start free and meet yours

13What it feels like

A conversation, not a course

Because your tutor knows your role, your projects and your last session, learning sounds like this. And it's different for every single person:

Inter-organisational strategic directionLevel 8

Applied to your work in EVP of Global Operations

This unit aims to enable learners to explain the translation of policy objectives, assess partner roles, evaluate economic impacts, and assess the coherence of inter-organisational strategy.

How the thinking builds

Remember
Understand
Apply
Analyse
Evaluate
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.

One to one, not one to many

No two people run this the same way

A course is written once and handed to everyone. This is assembled around you, and keeps changing as it learns you. Five things it reads, and what each one changes.

Your actual work Every lesson is taught against a live piece of your own work, not a worked example from a textbook.
What you already know The first conversation finds your starting point, so you skip what you can already do and spend the time on what you cannot.
The conditions you learn under Not a learning-styles quiz. The evidence does not support those. The dimensions the research does back, read once and used to shape the plan.
How far you got last time It picks up mid-thought. The tutor knows what you said, what you struggled with, and what it asked you to try.
Which tutor suits the moment Twelve of them, each for a different kind of thinking. The one who walks you through a first idea is not the one who stress-tests it.

See how you learn, free. Eight questions, no sign-up. A directional taster; the diagnostic inside Zavmo goes deeper and keeps adapting.

DemonstrateIllustration

Evidenced on your work in EVP of Global Operations

You do not finish by watching something. You finish by showing it on the work you already do, against the measures this job is judged on.

EBITDA Impact from Operational EfficiencyThe direct financial contribution of operational improvements (cost savings, waste reduction, productivity gains) to the company's Earnings Before Interest, Taxes, Depreciation, and Amortisation.In Q4, your team implements a new manufacturing process that reduces material waste by 15% across three major plants, saving £5M, and renegotiates freight contracts saving another £2M, directly boosting EBITDA by £7M for the quarter.Deliver >£20M in annual operational efficiency savings, contributing directly to EBITDA.
Working Capital Reduction (Days Inventory Outstanding - DIO)How quickly we're converting our inventory into sales. A lower DIO means we're tying up less cash in stock, which is great for liquidity.If our DIO was 90 days last year, you'd aim to bring it down to 81 days this year, freeing up potentially tens of millions of pounds in cash that can be reinvested or returned to shareholders.Reduce Days Inventory Outstanding (DIO) by 10% year-over-year.
Cost of Goods Sold (COGS) as % of RevenueThis tells us how efficient our production and supply chain are. Lowering this percentage means we're making more profit on each sale.If COGS was 60% of revenue last year, you'd aim for 59% this year. This might come from better sourcing, manufacturing efficiencies, or logistics optimisation, adding millions to the bottom line.Reduce COGS as a percentage of revenue by 100 basis points (1%) through strategic initiatives.
Strategic Goal Attainment (Major Initiatives)Successfully delivering on the big, hairy, audacious goals that transform the business, like launching in new markets or integrating acquisitions.Leading the operational integration of a recently acquired company, merging their supply chain, manufacturing, and ERP systems within 18 months, hitting all synergy targets and maintaining customer service levels.Successfully launch operations in a new market (e.g., APAC) or integrate a £100M+ acquisition on time and on budget (within 5% variance).

and 1 more in the full scoreboard below.

These are this job's own measures, with its own targets. Nothing is marked evidenced, because nobody has started this yet. Yours would fill in from the work you bring.

Your passport

This isn't a certificate you file away. It's a passport to the life you're designing.

Every credit you earn and every fluency you build adds up: evidence where it counts, carried with you. Zavmo keeps the map: where you are, where you're heading, and the next step, at your pace, around your life. From EVP of Global Operations to Chief Executive Officer (CEO), and whatever you decide comes after.

Level 8 · in progressAI Fluency→ Chief Executive Officer (CEO)→ your design

Where this takes you

This EVP role is a pinnacle for operational leaders. Your long-term career vision will likely involve either ascending to the ultimate leadership position as CEO, or leveraging your unparalleled experience to shape multiple organisations through board and advisory roles. The impact you'll have is truly significant, defining the very backbone of how a global company operates and succeeds.

See Your Progress GrowIllustration

EVP of Global Operations

Lean Six Sigma (DMAIC/DMADV)
Supply Chain Optimisation (SCOR Model)
Theory of Constraints (TOC)
Hoshin Kanri (Policy Deployment)
Sales and Operations Planning (S&OP) Leadership
Total Cost of Ownership (TCO) Analysis

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.

14The 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

EVP of Global Operations is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

Chief Executive Officer (CEO)
3-7 years
Enterprise Leadership
- Corporate finance and M&A strategy.
- Brand building and market positioning.
- Talent acquisition and retention across all functions.
- Public speaking and media relations.
Non-Executive Director (NED) / Board Member
2-5 years (concurrent or post-EVP)
Governance & Strategic Oversight
- Boardroom dynamics and effective challenge.
- Investor engagement and shareholder advocacy.
- Strategic M&A evaluation and due diligence.
- Crisis oversight and ethical leadership.

Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as an EVP, your time is precious. You're paid to think strategically, not get bogged down in data prep or drafting reports. Good news: AI isn't just for junior analysts anymore. It's a game-changer for executive productivity, freeing you up to focus on the big, impactful decisions.

Imagine cutting hours off your weekly routine, allowing you to dedicate more time to market analysis, geopolitical risk assessment, or deep dives into transformational projects. AI tools, when used smartly, can handle much of the grunt work that still lands on your plate, giving you back precious time.

Automated S&OP Data Prep

Use an AI agent to automatically pull, clean, and synthesise data from SAP S/4HANA, Salesforce, and market intelligence feeds. This generates the baseline data pack for your monthly S&OP cycle in minutes, not days. It's like having a super-efficient data analyst working 24/7.

Predictive Disruption Alerts

Stop being reactive. AI-powered supply chain platforms (think Everstream Analytics) monitor global events—weather, port congestion, social unrest, supplier financial health—and give you predictive alerts on potential disruptions. This lets you proactively mitigate risks, saving millions in expediting fees and lost revenue.

Geopolitical Risk Summarisation

Drowning in intelligence reports? Use an AI tool to scan and summarise daily news feeds, government publications, and geopolitical analyses related to your key sourcing countries. It generates a concise daily brief, highlighting new risks or policy changes you need to know, saving you hours of reading.

Board Performance Narrative Drafting

Feed your quantitative performance data (KPIs, metrics, financial results) into a generative AI model. It'll create the first draft of your monthly or quarterly performance review narrative for board reports or internal communications. You then refine it with your strategic context, cutting hours off report writing.

Common questions

How do you become an EVP of Global Operations?

Common routes in include VP of Global Supply Chain / Manufacturing (Large Enterprise) (5-10 years at VP level), Chief Operating Officer (COO) of a Mid-Sized Company (3-7 years as COO) and Management Consulting Partner (Operations Practice) (10-15 years in consulting, 5+ years as Partner). Times vary with prior experience.

Where can an EVP of Global Operations progress to?

This role can lead on to Chief Executive Officer (CEO) (3-7 years) and Non-Executive Director (NED) / Board Member (2-5 years (concurrent or post-EVP)), depending on the skills you build.

What level is an EVP of Global Operations in the UK?

This role aligns to RQF Level 8 on the UK framework, a guide to the depth of qualification it maps to, not a hard entry bar.

What new skills matter most for an EVP of Global Operations?

Increasingly, Digital Twin Strategy & Implementation and Circular Economy Operational Design. These are the areas where the higher-paid, future-proof work is heading.

The honest bit

You’ve started things before

Most of them were built for a room full of people who aren’t you. A cohort moves on whether or not your week allowed it, and by the third week the thing you’re behind on becomes the reason you stop opening it.

There’s no cohort here, and no timetable to fall behind. Before anything starts, Zavmo asks when you’re sharpest and how long you can realistically sit down for, then builds the sessions around those answers. A bad fortnight changes your pace. It doesn’t put you behind.

And you only pay once you start learning. Searching and planning are free, and you can cancel any time — so the cost of finding out is an afternoon, not a year.

What it costs

Less than one coaching session. Every month.

A single career-coaching hour costs more than a month of this, and it ends when the hour does. Zavmo doesn't. It's £70 a month, about £2.30 a day, for a companion that knows EVP of Global Operations, works on the job you actually do, and keeps going at your pace rather than a timetable's.

Searching and planning stay free. You only pay when you start learning.
Your credits are yours. Regulated, and they don't vanish when a subscription ends.
Cancel any time and billing stops. No notice period, no minimum term.

Your path, personalised

You have the map. Walking it is the part we do together.

This route runs to 5 national skill standards. That is a real journey.

Zavmo shapes a learning experience as unique as you are. It fits how you learn, your pace and the work you already do. Every step stays benchmarked to recognised national standards. That’s the plan for becoming an EVP of Global Operations: personal to you, and it still counts. The first steps are free.

Independent research finds well-designed intelligent tutoring performs nearly as well as one-to-one human tutoring: VanLehn (2011), Educational Psychologist.

A private tutor in the UK averages £35–40 an hour . Zavmo is £70/month.

A Zavmo curriculum screen: a three-month plan built for a customer support lead, five Ofqual-regulated units and a hundred and ninety-six credits. — A real plan on learn.zavmo.ai: Ofqual-regulated units, credits, and a three-month run at your own pace.

Start free No commitment. See your first steps free.

15Where to go from here

Other roles at Level 8

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

Other roles in Operations

Stay in the field you know and move sideways rather than up.

If you leave this industry

Your deep understanding of global supply chains, manufacturing, and operational excellence is highly transferable across a wide range of industries, from consumer goods and retail to high-tech manufacturing, automotive, and even services. The fundamental principles of efficient operations remain constant, even if the products change.

Not sure this is the right direction?

Work out what you actually want from work first, then come back and see which roles fit it. Takes about ten minutes.

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. Build my plan, free Here's the first ten minutes: a 2-minute confidence check → your personalised roadmap → meet the tutors matched to you. No card, cancel any time. 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.

EVP of Global Operations

What's rising in its place

Digital Twin Strategy & Implementation

Circular Economy Operational Design

Skills this role draws on

Technical

How you actually get there, here

VP of Global Supply Chain / Manufacturing (Large Enterprise)

Chief Operating Officer (COO) of a Mid-Sized Company

Management Consulting Partner (Operations Practice)

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

Roles this leads to

No two people are taught the same way. This is one-to-one, not one-to-many.

A conversation, not a course

No two people run this the same way

This isn't a certificate you file away. It's a passport to the life you're designing.

Everything else the record holds

The career path, and where it branches

Chief Executive Officer (CEO)

Non-Executive Director (NED) / Board Member

Where AI is starting to help

Automated S&OP Data Prep

Predictive Disruption Alerts

Geopolitical Risk Summarisation

Board Performance Narrative Drafting

Common questions

You’ve started things before

Less than one coaching session. Every month.

You have the map. Walking it is the part we do together.