UK

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

Director, Operations Finance

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  • Experience bandDirector/VP (16-20 years)
  • Direct reports5-15 reports
  • Reports toChief Operations Officer (COO) or Chief Financial Officer (CFO)
  • UK framework levelUsually a director, accountable for a division and its numbers

Also advertised as Head of Operations Finance · Finance Director - Operations · VP Operations Finance

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

CMI Level 5 Award in Management and Leadership Chartered Management Institute · Level 5 · covers 1 of 4 standards
NQual Level 5 Diploma in Leadership and Management NQual · Level 5 · covers 1 of 4 standards
NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales) NCFE · Level 5 · covers 1 of 4 standards
FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence FDQ Limited · Level 4 · covers 1 of 4 standards
CIWM (WAMITAB) Level 4 Diploma In Systems and Operations Management CIWM · Level 4 · covers 1 of 4 standards
iCQ Level 4 Diploma in Facilities Management iCan Qualifications Limited · Level 4 · covers 1 of 4 standards

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

The units you would start with

Managing Finance CMI Level 5 Award in Management and Leadership
Manage finance in own area of responsibility NCFE CACHE Level 5 Diploma in Advanced Playwork (Wales)
Lead organisational change to sustain excellence in food operations FDQ Level 4 Certificate for Proficiency in Food Manufacturing Excellence
Managing Finance in an Energy and Utilities Environment CIWM (WAMITAB) Level 4 Diploma In Systems and Operations Management
Manage a budget for own area or activity of work iCQ Level 4 Diploma in Facilities Management

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Foresight Fluency seeing round the corner
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Your Plan Illustration

Built for Director, Operations Finance

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

  1. Managing Finance Chartered Management Institute · covers 1 of 4 standards Level 5
  2. Manage finance in own area of responsibility NCFE · covers 1 of 4 standards Level 5
  3. Lead organisational change to sustain excellence in food operations FDQ Limited · covers 1 of 4 standards Level 4
  4. Managing Finance in an Energy and Utilities Environment CIWM · covers 1 of 4 standards Level 4
  5. Manage a budget for own area or activity of work iCan Qualifications Limited · covers 1 of 4 standards Level 4
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, Operations Finance?

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 Strategic Forecasting & Scenario Planning
  • ESG Financial Reporting & Impact Quantification
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, Operations Finance 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 covers the financial side of operations, including factories, warehouses and supply chains. It means working out global inventory costs and assessing large capital investments, and giving the COO the numbers behind operational decisions.

4What you'd actually use

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

ERP System (e.g., SAP S/4HANA, Oracle NetSuite) Strategic

Influencing ERP module selection and configuration for financial reporting. Architecting financial reporting structures and approving master data governance policies across the operational finance landscape.

BI & Analytics Platforms (e.g., Power BI, Tableau) Architect

Setting the BI strategy for Operations Finance, defining KPIs, and establishing data governance for executive dashboards. Championing data literacy and adoption of advanced analytics across the operations teams.

Financial Planning & Analysis (FP&A) Platform (e.g., Anaplan, Workday Adaptive Planning, Pigment) Architect

Leading the design and implementation of new planning models (e.g., S&OP, capacity planning, long-range operational forecasts). Owning the strategic roadmap for the FP&A platform and its integration with other systems.

Advanced Excel (Power Query, Power Pivot, VBA) Strategic

Designing and standardising Excel-based modelling templates for the entire team, focusing on reducing reliance on manual Excel work through system automation and robust model governance.

Collaboration & Documentation (e.g., SharePoint, Confluence, MS Teams) Administrator

Setting the collaboration and knowledge management strategy for the Operations Finance department. Enforcing documentation standards and best practices to ensure transparency and knowledge transfer across the global team.

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 Financial Planning & Budgeting No involvement. Focus on executing tasks from the budget. Contributes data and initial analysis for specific budget line items. Develops and presents budget proposals for specific operational workstreams to leadership.
Capital Expenditure (CapEx) Approval No involvement. Gathers data and prepares initial financial models for small CapEx requests (<£10K). Builds detailed business cases and ROI analyses for medium CapEx projects (£10K-£50K), making recommendations to managers.
Team Leadership & Organisational Design None. Focus on individual contribution. Offers informal guidance to new joiners. Mentors 1-2 junior analysts, providing technical guidance and feedback.

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.

Operational Gross Margin Improvement
The percentage increase in gross margin for our operational business units, directly attributable to cost reduction and efficiency programmes you've led.
Target · Increase by 50-100 basis points (0.5% - 1.0%) year-on-year.

If our Q2 gross margin was 30% and your initiatives push it to 30.75% by Q2 next year, that's a 75 basis point improvement.

Capital Expenditure (CapEx) ROI & Budget Adherence
The actual return on investment for major capital projects you've approved and overseen, compared to the initial business case, alongside how well you keep CapEx spend within budget.
Target · Achieve >15% average ROI on major CapEx projects; maintain <5% variance to approved CapEx budget.

Leading the financial modelling for a £10M factory upgrade that delivers a 17% ROI, while keeping the project £200K under its £10M budget.

Working Capital Optimisation (Inventory Focus)
The reduction in cash tied up in inventory across our operational network, achieved through improved forecasting, supply chain efficiency, and SLOB (Slow-Moving and Obsolete) management.
Target · Reduce inventory days by 10-15% year-on-year, translating to a £2M-£5M cash release.

Through better S&OP processes, you help reduce average inventory holdings from 90 days to 78 days, freeing up £3.5M in working capital.

Cost of Poor Quality (COPQ) Reduction
The financial impact of reducing scrap, rework, warranty claims, and other quality-related costs within our manufacturing and supply chain operations.
Target · Decrease COPQ as a percentage of revenue by 0.2-0.5% annually.

Identifying and financially quantifying the impact of a new quality control process that reduces scrap by £500K per year, dropping COPQ from 2.5% to 2.1% of revenue.

Strategic Influence & Partnership
How effectively you act as a trusted financial advisor to the COO and other senior operational leaders, shaping their strategic decisions and being proactively consulted on major initiatives.
  • You're regularly invited to strategic leadership meetings, your input is sought on major operational transformations, and you're seen as an indispensable partner, not just a finance gatekeeper. Operational VPs will often come to you first with a problem, rather than just presenting a solution.
Team Leadership & Development
The growth and effectiveness of your Operations Finance team, including their ability to take on more complex challenges, improve their technical skills, and progress in their careers.
  • Your team consistently meets deadlines with high accuracy, there's a clear development plan for each member, and you have a strong talent pipeline. Feedback from your direct reports and their managers will highlight your mentorship and leadership qualities. Low regrettable attrition is also a good sign.
Risk Management & Mitigation
How well you identify, quantify, and help mitigate financial risks within operations, from commodity price volatility to supply chain disruptions and regulatory changes.
  • You present clear, actionable risk assessments to the executive team, and your strategies help us avoid significant financial penalties or unexpected costs. We'll see fewer 'surprises' related to operational financial risks, thanks to your proactive approach.
Cross-Functional Collaboration & Alignment
Your ability to get different operational functions (e.g., Manufacturing, Logistics, Procurement) on the same page regarding financial goals and performance, even when their individual objectives might seem to conflict.
  • You successfully lead cross-functional steering committees, and key operational decisions reflect a balanced view of financial and operational imperatives. People from different departments will praise your ability to bring them together to solve problems, rather than just pointing fingers.

7Would you like it

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

What people enjoy
Shaping Enterprise Strategy

You'll spend your days working on multi-year financial forecasts, evaluating massive CapEx proposals, and designing new cost models that will dictate how our factories and supply chain operate for years to come. Your input directly influences where we build next, what technology we invest in, and how we structure our global operations.

Leading the financial due diligence for a potential new factory in Eastern Europe, presenting the full P&L and ROI analysis to the Board, and seeing that factory get built based on your recommendations.

Driving Large-Scale Transformation

This role is about moving the needle on a massive scale. You'll be leading initiatives to reduce costs across entire business units, optimising working capital for global inventory, or financially underpinning major digital transformations in operations. You'll see your work translate into significant improvements in profitability and efficiency.

Spearheading a programme to reduce inventory holding costs by 15% across our entire European network, working with Supply Chain and Manufacturing VPs to implement new planning systems and processes, and ultimately freeing up millions in cash.

Developing Future Leaders

You'll be building and nurturing a high-performing Operations Finance team, including managers and senior analysts. A significant part of your role involves mentoring, coaching, and creating career pathways for your team, helping them grow into the next generation of finance leaders. You get a real kick out of seeing your team succeed.

Mentoring a Senior Analyst into a Manager role, giving them the autonomy and support to lead a major cost-reduction project, and watching them present their successful outcomes to the executive team.

What frustrates people
  • Having to constantly justify the value of finance to operational leaders who sometimes see you as a blocker, not a partner.
  • The sheer complexity of global operations data – it rarely 'just works' and often requires significant effort to get a single source of truth.
  • Navigating the politics of resource allocation and cost centre ownership, where different VPs will always argue for their piece of the pie.
  • The long lead times on strategic projects; you might work for months on a business case only for it to be delayed or deprioritised due to market shifts.
  • Dealing with legacy systems and manual workarounds that make it harder to get real-time, accurate data, even at this level.
What this role does not give you
  • A quiet, predictable 9-to-5 job with no surprises. This is a leadership role in a dynamic operational environment.
  • The opportunity to avoid difficult conversations or challenging senior stakeholders. That's a core part of the job.
  • A strictly technical, heads-down role. You'll spend more time influencing and strategising than in Excel.
  • A completely clean slate. You'll inherit existing processes and systems, some of which will need significant improvement.

8Who you work with

This role directly influences the profitability and efficiency of our entire operational footprint. Your decisions and insights will drive multi-million-pound savings, optimise working capital, and guide strategic capital allocation for all factories, warehouses, and logistics networks. You're basically the financial architect for how we deliver our products to customers, globally.

Inside the business
  • Chief Operations Officer (COO)
  • Chief Financial Officer (CFO)
  • VPs of Manufacturing, Supply Chain, and Logistics
  • Head of Procurement
  • Board Audit Committee
Outside the business
  • External Auditors
  • Strategic Vendors and Partners
  • Industry Bodies and Regulators (for compliance reporting)

9What you need before you start

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

  • Proven experience leading a significant finance function (e.g., Head of Finance for a large plant, Regional Finance Manager, or Senior Operations Finance Manager) for at least 5-7 years.
  • Demonstrated success in driving multi-million-pound cost savings and efficiency improvements in a complex operational environment.
  • Extensive experience with large-scale ERP implementations or significant upgrades, particularly the finance and operations modules.
  • A track record of building and developing high-performing finance teams, including direct management of other managers.
  • Experience presenting complex financial information and strategic recommendations to executive leadership and/or Board members.
  • A professional accounting qualification (ACA, CIMA, ACCA) or an MBA with a strong finance specialisation.

10What to practise next

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

Digital Transformation Leadership for Operations Finance

The pace of digital change in operations (Industry 4.0, IoT, automation) means finance needs to keep up. You'll need to lead the financial aspects of these transformations, ensuring ROI, managing budgets, and integrating new data streams into financial processes. It's about being a change agent, not just an accountant.

IoT Data Integration · Robotic Process Automation (RPA) in Finance · Blockchain for Supply Chain Finance · Cloud-Native FP&A Architectures

  • This quarter: Meet regularly with our Head of Operations IT to understand their digital transformation roadmap and identify finance integration points.
  • Next 6 months: Sponsor and oversee a pilot project for RPA in one of your team's routine processes, focusing on measurable efficiency gains.
  • Next 12 months: Develop a multi-year digital transformation strategy for Operations Finance, outlining key system upgrades and automation initiatives.
  • Continuously: Attend industry conferences focused on Industry 4.0 and digital finance to stay abreast of the latest technologies and best practices.

Quick win: Identify one highly manual, repetitive process in your team (e.g., a specific reconciliation or report generation) and challenge your managers to find an RPA solution for it. Provide the budget and support—they'll appreciate the empowerment.

11Staying current once you are in

What people here do to keep up
  • Regularly attending executive-level finance and operations conferences to stay current on industry trends and network with peers.
  • Participating in leadership development programmes focused on strategic influence, change management, and executive presence.
  • Engaging in continuous learning around emerging technologies like AI, machine learning, and advanced analytics, particularly their application in finance.
  • Mentoring junior talent within and outside your team, as teaching is often the best way to solidify your own knowledge and leadership skills.
  • Undertaking executive education courses on global supply chain management or international business strategy to broaden your perspective beyond pure finance.

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 Strategic Forecasting & Scenario Planning

Traditional forecasting is too slow and rigid for today's volatile markets. AI can process far more variables (commodity prices, geopolitical events, weather patterns) and run complex scenarios in real-time. Leaders who can harness this will make faster, more accurate strategic decisions, giving us a massive competitive edge.

  • Probabilistic Forecasting
  • Machine Learning for Anomaly Detection
  • Generative AI for Narrative Generation
  • Real-time Data Integration

ESG Financial Reporting & Impact Quantification

Investors, regulators, and customers are increasingly demanding transparency and accountability on Environmental, Social, and Governance (ESG) performance. As Operations Finance Director, you'll be crucial in quantifying the financial impact of our operational ESG initiatives and ensuring accurate, auditable reporting. This isn't just about compliance; it's about value creation.

  • Carbon Accounting & Costing
  • Circular Economy Financial Models
  • Sustainable Supply Chain Finance
  • Integrated Reporting Frameworks

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Cost Management & Optimisation
  • Global Supply Chain & Inventory Finance
  • Advanced Capital Allocation & Investment Appraisal
  • M&A Financial Due Diligence (Operational Focus)
  • Strategic Sales & Operations Planning (S&OP) Finance

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

    Senior Operations Finance Manager (L5)

    3-5 years in this role, demonstrating consistent leadership and strategic impact.

    Skills to master

    • Mastering team leadership, owning a significant operational P&L, driving cross-functional alignment, and presenting strategic recommendations to senior VPs.

    You're ready to move on when

    • Successfully led a major cost-reduction programme that delivered significant, measurable savings.
    • Built and developed a high-performing team, with clear succession plans for key roles.
    • Consistently delivered accurate and insightful financial forecasts for a complex operational area.
    • Demonstrated ability to influence senior operational leaders and drive financial discipline without being seen as a 'policeman'.
  2. 2

    Head of Finance for a large Business Unit or Region

    4-6 years in a similar senior finance leadership role, with strong operational exposure.

    Skills to master

    • Developing a holistic business understanding, managing a broader P&L, leading diverse finance functions (not just operations), and navigating complex regional market dynamics.

    You're ready to move on when

    • Proven ability to manage the full financial spectrum of a business unit, including commercial, R&D, and operational finance.
    • Successfully integrated financial strategy with overall business unit strategy, driving both growth and profitability.
    • Demonstrated strong leadership across multiple finance disciplines and built robust internal control environments.
    • Experience in navigating complex regulatory and market environments in different geographies.

15Where this role leads

The long view: This role can lead to a chief financial officer post, a chief executive role, or a position as a board member or non-executive director.

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, Operations Finance is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • VP, Finance & Operations (L7)

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 Managing Finance, worked against Director, Operations Finance.

Managing Finance Level 5

Applied to your work in Director, Operations Finance

This unit aims to equip learners with an understanding of the role of finance within organisations, focusing on financial planning, control, and reporting. Learners will also develop the skills to set and manage budgets effectively, monitor performance, and manage variances to achieve financial objectives.

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.

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See Your Progress Grow Illustration
Director, Operations Finance
  • Enterprise Cost Management & Optimisation
  • Global Supply Chain & Inventory Finance
  • Advanced Capital Allocation & Investment Appraisal
  • M&A Financial Due Diligence (Operational Focus)
  • Strategic Sales & Operations Planning (S&OP) Finance
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, Operations Finance is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. VP, Finance & Operations (L7)

    3-5 years as Director, Operations Finance, with consistent, exceptional performance.

    This is a significant jump to an enterprise-level executive role, often with dual reporting to the CFO and COO, overseeing both financial and operational strategy for the entire company.

    • M&A strategy and post-merger integration (both financial and operational).
    • Enterprise risk management and compliance.
    • Global regulatory navigation and policy influence.
    • Advanced stakeholder management across investor, board, and C-suite levels.

  2. Chief Operations Officer (COO) (L7)

    4-6 years as Director, Operations Finance, with a strong focus on operational leadership and P&L ownership.

    This is a move into a purely operational C-suite role, where you'll be accountable for the entire operational execution of the company, leveraging your financial acumen to drive efficiency and growth.

    • Global supply chain network design and optimisation.
    • Advanced manufacturing technologies and automation strategy.
    • Customer experience (CX) and service delivery excellence.
    • Large-scale organisational change management.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be real, as a Director, your time is precious. You shouldn't be bogged down in manual reporting or sifting through mountains of data. AI isn't here to replace you; it's here to make you incredibly more effective, freeing you up for the truly strategic work that only you can do.

Imagine having an intelligent co-pilot that handles the heavy lifting of data synthesis, report drafting, and scenario modelling. This isn't science fiction; it's happening now. We're integrating cutting-edge AI tools to transform how our Operations Finance leaders work, giving you back valuable time to focus on driving our business forward.

Automated Strategic Reporting

Use AI to automatically draft initial versions of board papers, executive summaries, and quarterly performance reviews. The AI can pull key metrics, highlight variances, and even suggest initial commentary, giving you a powerful first draft in minutes, not hours. You'll then refine, add your strategic insights, and ensure the narrative is spot on.

Predictive Scenario Modelling

Leverage AI-driven models to run complex 'what-if' scenarios in real-time. Want to know the financial impact of a 10% commodity price increase, a new factory opening, or a major supply chain disruption? AI can rapidly simulate these scenarios, providing robust financial projections that inform your strategic decisions and risk mitigation plans far faster than traditional methods.

AI-driven Risk Assessment & Anomaly Detection

Deploy AI tools to continuously monitor vast operational and financial datasets. The AI can flag unusual cost patterns, potential compliance breaches, or emerging supply chain risks much faster than any human. This means you get early warnings on critical issues, allowing you to proactively address them before they become major problems, protecting our P&L.

Executive Communication Assistant

Use AI to refine your presentations and communications. It can help you simplify complex financial jargon, tailor your message for specific executive audiences (e.g., Board vs. Operational VPs), and even suggest more persuasive language. This ensures your strategic insights are always clear, impactful, and resonate with decision-makers.

Common questions

Common questions

How do you become a Director, Operations Finance?

Common routes in include Senior Operations Finance Manager (3-5 years in this role, demonstrating consistent leadership and strategic impact.) and Head of Finance for a large Business Unit or Region (4-6 years in a similar senior finance leadership role, with strong operational exposure.). Times vary with prior experience.

Where can a Director, Operations Finance progress to?

This role can lead on to VP, Finance & Operations (3-5 years as Director, Operations Finance, with consistent, exceptional performance.) and Chief Operations Officer (COO) (4-6 years as Director, Operations Finance, with a strong focus on operational leadership and P&L ownership.), depending on the skills you build.

What new skills matter most for a Director, Operations Finance?

Increasingly, AI-driven Strategic Forecasting & Scenario Planning and ESG Financial Reporting & Impact Quantification. 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

Financial and operational expertise built in this role transfers to other manufacturing, logistics or supply chain industries. The strategic and leadership skills involved are also used in private equity, consulting or startups that need operational finance experience.

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, Operations Finance 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.