UK job descriptions by sector
Business process outsourcing job descriptions
159 in this sector.
Level 2 jobs · 16
- Associate Nearshore Operations Assistant You carry out daily operational tasks that support client services in a nearshore operation. Working in the operations team, you turn client requests or data into completed work. Clients use those outputs in running their own businesses. You need to understand the task and check its details, even when it is routine. Missing something can lead to a missed deadline, a service-level agreement (SLA) breach or additional work for colleagues. The role involves learning how business process outsourcing (BPO) services operate through their everyday processes. It also shows how the accuracy and timing of an individual task affect the wider service delivered to a client. View
- Associate Vendor Management Specialist You support vendor management through routine administration. You file contracts, update information and handle basic queries. Your records and process work support the team managing business process outsourcing (BPO) partners. Accurate information lets senior colleagues concentrate on more complex vendor matters. A missed renewal date can cause delays or additional costs, so routine records need attention. You need to stay organised while learning new systems. The role gives you experience of vendor management and the administration behind BPO relationships. It shows how contracts, data and queries fit together in the team’s daily work. View
- Associate, Strategic Partnerships You support the team managing and developing partnerships in a business process outsourcing (BPO) network. Keeping partner data accurate and helping new partners get started are part of the day-to-day work. The partnerships connect BPO services with external capabilities that may support a client’s needs. Senior managers rely on the records and background work when discussing opportunities and managing relationships. Inaccurate reporting or missed arrangements can frustrate partners and make an opportunity harder to pursue. You need to learn how the BPO services and partnerships fit together while keeping several tasks moving. Your administration and coordination support the senior team’s work on deals and partnership development. View
- BPO Contract Administrator You administer standard client and supplier contracts for a BPO business, from the initial agreement through to renewal or termination. Working with Sales, Operations and Legal, you turn their requirements into accurate contract documents and keep track of the agreement throughout its life. You help keep contract documents clear, compliant and straightforward to manage. Clear records and agreed terms help teams check what was promised. Errors can contribute to disputes, financial penalties or delays that affect clients and the business. You need to balance the pace of commercial work with careful checking. You administer the contract and keep the relevant teams informed. That work continues after the agreement is signed, so colleagues can manage its terms. View
- BPO Operations Analyst You carry out defined tasks within a BPO client’s processes, including processing transactions, entering data and completing the required checks. You may work directly in client systems and with client information, so you need to follow the process and record the work accurately. Internal teams and clients use the information you handle to carry out the next part of the service. Errors or delays can lead to rework, financial penalties and a poor client experience. You may need to learn complex systems quickly, including processes whose documentation is incomplete. The role gives you practical experience of service delivery and how a global operation works through its individual tasks. View
- Contract Administrator You independently manage a portfolio of standard business process outsourcing (BPO) contracts. You handle renewals and basic amendments on time. You are the main contact for routine agreement questions from colleagues and, sometimes, clients. You work with Sales on new deals, Operations on delivery commitments and Finance on billing. You turn contract terms into practical actions, keeping expectations clear across the client relationship and service delivery. You need to manage several contracts and obtain information from busy people without missing details. Errors can lead to disputes, lost revenue or legal issues. Careful administration helps the business identify what it has agreed, deliver it and bill correctly. View
- Junior BPO Operations Associate As a Junior BPO Operations Associate, you'll be within the service delivery, handling the essential, high-volume tasks that underpin the client operations. Your primary job is to execute defined processes accurately and efficiently, ensuring everything runs smoothly. You'll work closely with the BPO Process Specialists, learning the ins and outs of various client engagements and operational workflows. When you do this job well, the clients receive accurate, timely service, and the senior colleagues can focus on more complex problem-solving. If things go wrong, it can cause delays, rework, and ultimately, unhappy clients. The work can involve maintaining high accuracy and speed even when tasks are repetitive, and sometimes a bit tedious. One part of the role is you'll build a rock-solid foundation in BPO operations, which is pretty much essential for any future career in this space. View
- Junior Compliance Analyst The Junior Compliance Analyst is here to help keep the BPO operations on the straight and narrow, ensuring the team meet all the rules and regulations for the clients. Day-to-day, you'll be checking processes, gathering evidence, and making sure the paperwork is spot on. This directly impacts the reputation and whether the team keep the clients happy and avoid hefty fines. You'll work closely with the operational teams and your Senior Analyst, translating those complex regulatory bits into practical actions that everyone understands. When you do this job well, the operations run smoothly, the clients trust the team completely, and the team avoid any nasty surprises from auditors. If it's not done properly, the team could face big penalties, lose clients, or just generally make a mess of things. This can involve getting busy operational teams to prioritise compliance tasks when they're focused on hitting their own targets. One part of the role is knowing you're protecting the business and its clients, building a real understanding of how a complex operation stays compliant, and setting yourself up for a proper career in this field. View
- Junior Contract Management Specialist The Junior Contract Management Specialist is here to provide essential support across the contract lifecycle, making sure everything from initial document creation to filing is handled with care. You'll be spending your days working with the Contract Management team, helping them keep on top of all the client agreements. This means a lot of data entry, document organisation, and making sure the internal systems reflect the latest contract details. You'll learn how the BPO contracts are structured and what makes them tick. When you do this job well, the contract records are clean, accurate, and easy to find, which means less hassle for everyone else and fewer risks for the business. If things get sloppy, the team could miss critical dates or struggle to find important clauses, which can cause real headaches and potentially cost the team money. The work can involve absorbing a lot of detail quickly and staying super organised in a busy environment. One part of the role is you'll be directly contributing to the smooth running of the client relationships and building a really solid foundation in commercial contract management. View
- Junior Governance Analyst The Junior Governance Analyst supports the governance team by making sure the day-to-day operations in Business Process Outsourcing (BPO) stick to the rules. You'll primarily focus on checking documents, tracking compliance tasks, and generally helping out with all things risk and control. You're essentially the first line of defence, making sure the team don't miss anything important. This role sits within the BPO delivery, working closely with the teams who actually serve the clients. You'll be translating those big, scary regulatory documents into practical checklists and making sure the operational folk understand what they need to do. When you do this well, the team avoid fines, keep the clients happy, and build a reputation for being super reliable. If you mess up, well, it could mean a client audit goes sideways, or worse, a regulatory slap on the wrist. This can involve learning all the different rules and how they apply to the varied client contracts. It's a lot to take in. But the reward? You'll get a proper grounding in a critical area of business, learning from some seasoned pros, and actually see how your careful work protects the company. View
- Junior SLA Analyst The Junior SLA Analyst is here to make sure the performance data is accurate and ready for reporting. Day-to-day, you'll be gathering numbers, checking them over, and putting them into the right templates. This directly impacts the ability to show clients the team is meeting the promises, which, let's be real, affects whether they stick with the team and if the team get paid properly. You'll typically sit with the wider SLA team, learning from more experienced analysts. Your work feeds directly into the reports that go to the clients and internal teams, helping everyone see how the team is doing. When you do this job well, the reports are clean, accurate, and delivered on time, meaning no nasty surprises for anyone. If it's not done well, the team could be explaining away incorrect figures, facing service credits, or worse, losing client trust. The challenge? It's often about sifting through messy data and making sense of it, sometimes under tight deadlines. One part of the role is you'll build a solid understanding of how a BPO actually runs, how contracts are managed, and you'll become the go-to person for reliable data, which is a pretty powerful thing. View
- Junior Vendor Management Assistant The Junior Vendor Management Assistant is here to provide crucial administrative support to the Vendor Management team. Day-to-day, you'll be handling a lot of the essential data entry, document organisation, and basic communication that keeps the BPO vendor relationships ticking over. You'll be working at the very start of the vendor lifecycle, making sure new suppliers are set up correctly and existing ones have their details up-to-date. This directly impacts the operational efficiency and keeps the Finance team happy. When you do this job well, all the vendor records are appropriate, invoices get processed without a hitch, and the team has quick access to everything they need. If it's not done well, the team is looking at delayed payments, confused vendors, and potential compliance headaches, nobody wants that. The work can involve learning the sheer volume of processes and making sure you're always, always accurate. One part of the role is you'll be the unsung hero who ensures the BPO partners can deliver services to the clients without any administrative speed bumps. Plus, you'll learn a ton about how a big business works with its suppliers. View
- Outsourcing Strategy Associate The Outsourcing Strategy Associate is here to support the team with all the crucial groundwork, making sure the strategic sourcing initiatives have solid data and well-organised documents. You'll spend your days gathering information, preparing reports, and generally keeping things ticking over so the more senior analysts can focus on the bigger picture. You'll sit within the organisation Process Outsourcing department, helping to translate raw data into clear, usable information that the Outsourcing Strategy Analysts and Managers use to pick the right partners and keep them performing. When you do this job well, the team makes decisions based on accurate, timely information, which means the team pick better vendors and save the company money. If things go wrong, the team might end up with dodgy data, slow reports, and potentially miss important details in a contract, which can cost the team a fair bit. The work can involve grappling with sometimes messy data and learning the complex processes quickly. But the reward? You'll get to see first-hand how major outsourcing deals are put together and how your meticulous work directly contributes to big business outcomes. View
- Performance Management Associate The Performance Management Associate is here to support the BPO operations by making sure the performance data is spot on and readily available. Day-to-day, you'll be pulling reports, checking figures, and generally keeping the data engine ticking over. You'll work within the operational teams, helping to translate raw numbers into the basic insights that everyone from team leaders to senior managers uses to make decisions. When you do your job well, the operations teams get reliable, accurate data quickly, which means they can react faster and keep the client commitments. If the data's wrong, well, that can lead to bad decisions and unhappy clients, which the team definitely don't want. The work can involve learning a lot, quickly, and making sure every number counts. The reward is seeing your work directly support the people on the front lines and knowing you're building a solid foundation for your career in performance management. View
- Shared Services Associate The Shared Services Associate is here to get things done, primarily handling routine operational tasks within the organisation Process Outsourcing (BPO) services. You'll be processing transactions, updating records, and generally making sure the data is where it needs to be, when it needs to be there. This directly impacts the clients' daily operations, whether that's making sure their invoices are paid on time or their HR records are spot on. Your work sits within the service delivery, supporting various client functions like Finance, HR, or Customer Operations. You'll be translating raw information into accurate, processed data that the specialists then use to keep everything moving. When you do this job well, the clients barely notice the team, which is exactly what they want. Things just work. When it's not done well, well, that's when client issues start to pop up, and nobody wants that. The work can involve getting comfortable with repetition and maintaining absolute precision, even when the tasks feel a bit mundane. You'll also need to learn the systems and processes inside out, and quickly. One part of the role is you'll gain a really solid understanding of how a BPO operation actually functions, build a strong foundation in various business processes, and see how your meticulous work contributes to big client outcomes. Plus, you'll be part of a supportive team that's keen to help you learn and grow. View
- Shared Services Coordinator The Shared Services Coordinator is responsible for executing defined operational processes, which directly impacts the ability to meet client Service Level Agreements (SLAs) and maintain service quality. You'll work within a dedicated operational team, translating incoming client requests and data into accurate system entries and completed tasks that the clients use for their own operations. you're the one making sure the cogs turn and the numbers add up. When this role is done well, the clients receive timely, accurate services, and the operations run like clockwork. When it's not, the team risk missing deadlines, incurring penalties, and ultimately, losing client trust, which, let's be real, no one wants. The work can involve learning a variety of processes and systems quickly, then applying them consistently, even when the data is a bit messy. The reward is becoming a reliable, indispensable part of the team, knowing your precise work directly contributes to client satisfaction and the overall success of the centre. View
Level 3 jobs · 44
- BPO Contract Manager The BPO Contract Manager looks after a portfolio of the organisation process outsourcing contracts, making sure the partners stick to the agreed terms and deliver the services the team need. You'll be the main point of contact for these contracts, sitting right between the internal teams (like Operations and Finance) and the external BPO vendors. You'll translate what the business needs into contractual language and then make sure the vendor actually does it. When this role is done well, the outsourced operations run smoothly, the team get great service, and the team don't end up paying for things the team shouldn't. If it's not done well, the team could face service disruptions, unexpected costs, or even legal headaches. The work can involve balancing the organisation needs with what's fair and realistic for the partners, all while keeping a close eye on the contract. One part of the role is seeing the outsourced services hum along nicely, knowing you've kept everything on track and saved the team a few quid along the way. View
- BPO Performance Specialist The BPO Performance Specialist is responsible for getting under the bonnet of the operational performance, which directly impacts the client's satisfaction and the bottom line. You'll spend your days working at the intersection of raw operational data and the actual teams delivering the service, translating complex numbers into practical insights that the team leads and managers can use to make things better. When you do this job well, the operations run like a well-oiled machine, hitting SLAs, keeping customers happy, and saving the team money. If it's not done well, the team miss targets, clients get annoyed, and the team could even face penalties. The work can involve that data is rarely clean, and getting people to change their ways can be tough. One part of the role is seeing your recommendations actually make a tangible difference to thousands of customer interactions every day. View
- BPO Transition Manager The BPO Transition Manager is all about making sure the team can actually deliver on what the team promise the clients. You'll be taking a client's existing way of doing things, figuring out how the BPO teams will do it, and then making that switch happen without dropping the ball. This role sits within the client relationships and the operational delivery, translating complex client needs into clear, actionable plans for the teams. When you do this job well, clients are happy, the delivery teams are set up for success, and the team avoid those awkward, expensive mistakes. If it goes wrong, well, that means unhappy clients, missed deadlines, and a lot of scrambling to fix things. The work can involve juggling multiple moving parts and often dealing with processes that are a bit of a mess to start with. One part of the role is seeing a new service go live seamlessly and knowing you were key to making it happen, bringing real value to the clients. View
- Commercial Analyst The Commercial Analyst is here to make sense of the client contracts and service costs, translating raw data into clear commercial insights. You'll independently handle routine analyses, maintain the existing pricing models, and get the initial drafts of commercial proposals ready for review. Day-to-day, you're at the intersection of the sales efforts and operational realities, turning detailed figures into actionable information that the sales and operations teams use to win and deliver profitable business. When you do this well, the team price the services correctly, avoid nasty surprises, and keep the clients happy while making a decent margin. If it's not done right, the team could end up taking on unprofitable work or missing out on opportunities. This can involve getting consistent data from all the different systems. One part of the role is seeing your analysis directly influence real-world commercial outcomes and helping the business grow smartly. View
- Commercial Manager The Commercial Manager is responsible for independently managing commercial proposals and agreements for the BPO services, which directly impacts the revenue growth and client satisfaction. You'll sit squarely between the sales team, solution architects, and the client, translating complex operational needs into clear, compelling commercial offers. When this role is done well, the team win profitable deals that genuinely help the clients, and the delivery teams have a clear roadmap. When it's not, the team risk losing deals, or worse, signing agreements that aren't sustainable for the team or the client. The work can involve balancing client expectations with the internal capabilities and profitability goals, often under tight deadlines. The reward is seeing your commercial constructs turn into successful long-term partnerships, knowing you helped a client solve a real business problem. View
- Global BPO Performance Specialist The Global BPO Performance Specialist is all about getting under the bonnet of the BPO operations. You'll independently analyse specific processes, identify where things are getting stuck or costing too much, and then put together clear, findings people can use for the teams that run them. This role sits right at the intersection of data, operations, and client delivery, translating complex performance numbers into practical steps that make a real difference. When you do this well, the clients see better service, the teams work more efficiently, and the team save money. Get it wrong, and the team could be missing big opportunities, frustrating the operational teams, or worse, failing to meet the client commitments. This can involve getting clean data and then convincing people to change how they've always done things. But the reward? Seeing your recommendations actually get put into practice and watching the numbers improve, knowing you made that happen. View
- Global Business Services Director The Global Business Services Director (at this level, think 'GBS Process Consultant') is here to dive deep into the existing business processes, figure out what's broken or just a bit clunky, and then actually fix it. You'll be a hands-on problem-solver, not just a strategist. This means you'll spend your days analysing workflows, spotting opportunities for automation, and then helping to build or implement those solutions to make the BPO operations slicker. You'll work within the service delivery, translating messy operational realities into streamlined, efficient processes that the internal teams and external clients will genuinely appreciate. When you do this job well, the service delivery becomes faster, more accurate, and cheaper. That means happier clients and a healthier bottom line for the team. If it's not done well, the team is stuck with manual errors, slow turnaround times, and a frustrated workforce, which nobody wants. The work can involve dealing with processes that have been around for ages, often with layers of 'how the team has always done it' thinking. You'll need to gently, but firmly, push for change and bring people along with you. One part of the role is seeing a process go from a painful, manual slog to a smooth, automated flow. That's pretty satisfying, honestly. View
- Global Outsourcing Governance Director The Global Outsourcing Governance Director (at this level, think of it as a specialist role) makes sure the outsourced business processes run smoothly and deliver what the team expect. You'll independently handle specific parts of the vendor relationships, focusing on performance, compliance, and making sure the contract terms are actually met. This role sits within the operations, bridging the gap between the internal teams and the BPO partners, translating what's written in a contract into day-to-day reality. When you do this well, the organisation units get reliable service, costs stay under control, and the team avoid nasty surprises. If things go wrong here, the team could face service disruptions, unexpected costs, or even regulatory fines. This can involve getting everyone on the same page when something goes off track. One part of the role is seeing complex global operations function effectively because of your oversight. View
- Global Outsourcing Governance Specialist This role is all about making sure the outsourcing partners deliver the goods, consistently and correctly. You'll be spending your time knee-deep in performance reports, checking if the numbers add up, and making sure the contracts are being followed to the letter. Think of yourself as a quality controller and a bit of a detective for the outsourced services. You'll sit right in the middle of the organisation Process Outsourcing department, acting as the bridge between the internal teams and the external vendors. Your job is to translate what's happening on the ground with the partners into clear, findings people can use for the internal managers. When you do this well, the outsourced operations run like clockwork, the team avoid costly mistakes, and the organisation units get the support they need without a hitch. If things go wrong, though, the team could be looking at unhappy customers, missed deadlines, and potentially significant financial penalties. This can involve getting clear, unbiased data from vendors and then convincing internal teams to stick to the agreed processes. One part of the role is you get to see tangible improvements in how the team work and know you're directly contributing to the company's bottom line by ensuring value for money. View
- Head of BPO The Head of BPO (Process Lead, really) is responsible for the day-to-day execution and performance of one of the key outsourced processes, like claims processing or customer support. You'll make sure the team is not just meeting, but ideally exceeding, the client's expectations and the own internal targets. This role sits within the delivery operations, translating client requirements into tangible results and keeping the teams focused. When you do this job well, the clients are happy, the teams are efficient, and the team is actually making money on the contract. If it's not done well, the team miss SLAs, clients get annoyed, and the margins disappear faster than a free pint on a Friday. This can involve balancing client demands with operational realities and making sure your team stays motivated through repetitive tasks. One part of the role is seeing your process run like a well-oiled machine, directly contributing to the reputation and bottom line. View
- Head of Offshoring As a Head of Offshoring at this level, you're responsible for making sure specific offshore projects and processes actually deliver what they promise. You'll be the one who takes the plans from the Senior Heads and makes them happen, often figuring out the practicalities and ironing out the creases along the way. Your day-to-day work directly impacts how efficient the operations are and how happy the clients are with the service the team get from the offshore partners. You'll work closely with internal business units and the offshore vendors, acting as a crucial link to translate requirements into tangible results. When you do this well, the offshore teams hit their targets, costs stay in line, and the internal teams get the support they need without a fuss. Get it wrong, and the team could see missed deadlines, unhappy clients, or even financial penalties from the vendors. The work can involve often dealing with incomplete information or unexpected issues that crop up in different time zones. You'll need to be quick on your feet to adapt standard approaches when things don't go exactly to plan. One part of the role is seeing a complex offshore transition go live without a hitch, or fixing a tricky operational problem that genuinely makes a difference to a business unit. View
- Head of Outsourcing Transition As a Head of Outsourcing Transition (Mid-Level), you'll independently run smaller transition workstreams, making sure the clients' operations move over to the BPO teams without causing any headaches. You're the one who takes the detailed plans and actually puts them into action, often adapting things on the fly when the real world gets in the way. You'll sit within the client relationships and the internal operations teams, translating what the client needs into clear steps for the delivery teams. When you do this well, the clients see a seamless handover, their processes keep running, and everyone's happy. If it doesn't go to plan, well, that's when client trust takes a hit, and the team end up firefighting. This can involve dealing with all the unexpected stuff that pops up, messy data, last-minute changes, or people who aren't quite on board. One part of the role is it's seeing a complex operation successfully land and knowing you made it happen, often making things much better than they were before. View
- Innovation Director The Innovation Director (Mid-Level) is responsible for taking ownership of specific innovation projects and workstreams, turning abstract ideas into tangible improvements for the BPO clients. You'll independently execute process analysis, design automation solutions, and help get new technologies off the ground. This directly impacts how efficient and valuable the services are, ultimately affecting client satisfaction and the bottom line. You'll work at the intersection of the BPO operations and client-facing teams, translating operational pain points and client needs into practical, tech-enabled solutions. It's about bridging the gap between 'how the team do things now' and 'how the team *could* do things'. When this role is done well, the team see real, measurable improvements in the BPO services, think faster processing, fewer errors, and happier clients. When it's not, the team risk falling behind competitors, losing client trust, and missing out on significant growth opportunities. The work can involve balancing big, bold ideas with the practical realities of implementation and getting buy-in from various teams. One part of the role is seeing your ideas come to life and genuinely making a difference to how a large organisation operates. View
- Innovation Specialist The Innovation Specialist is here to find and fix the everyday inefficiencies in the organisation Process Outsourcing operations. You'll spend your days digging into how things actually work, spotting opportunities for automation or process tweaks, and then helping to build out those solutions. This isn't about grand, abstract strategy; it's about practical, measurable improvements that make a real difference to the clients and the teams. You'll typically sit between the operational teams and the more senior innovation consultants, acting as a bridge to translate operational pain points into actionable improvement plans. You'll take ownership of specific process analysis tasks, helping to design and even deploy some of the simpler automation workflows. When this role is done well, the team see tangible reductions in processing times, fewer errors, and happier teams because their tedious tasks are gone. When it's not, the team risk falling behind competitors, losing client trust, and frustrating the own people with outdated ways of working. The work can involve often getting to the root cause of a problem, especially when the data is a bit messy or people are used to 'how things have always been done'. You'll need to be persistent and a bit of a detective. One part of the role is seeing your ideas come to life, knowing you've made a real, positive change, and learning loads about how a big BPO operation actually runs. View
- Nearshore Operations Director The Nearshore Operations Director (yes, 'Director' at this level is a bit of a grand title, but it reflects the ownership you'll have!) is responsible for independently running and improving specific operational processes for the clients. You'll make sure the team hit the Service Level Agreements (SLAs) and keep the clients happy by delivering consistent, high-quality work from the nearshore centres. Day-to-day, you'll sit between the client's requirements and the operational teams, translating what's needed into clear instructions and making sure the work gets done. You'll often be the first point of contact for routine operational questions for your assigned processes. When you do this job well, the clients see seamless service, and the teams feel supported and clear on their tasks. If things go sideways, the team risk missing SLAs, client frustration, and potentially losing business. This can involve balancing client demands with what's actually achievable on the ground, especially when things change quickly. One part of the role is seeing a process you own run like clockwork and knowing you're a key part of keeping the clients in business. View
- Nearshore Operations Manager The Nearshore Operations Manager (Level 002) is responsible for making sure a specific part of the client's operations runs like clockwork, hitting all the agreed service levels. You'll independently handle routine tasks and make sure the team's daily work gets done right. This directly impacts the client's satisfaction and whether they keep the team on. You'll sit right between the day-to-day delivery team and the more senior operational leads, taking raw operational data and turning it into clear performance updates that the Senior Specialists use to report back to clients. When you do this job well, the clients see consistent, reliable service, and the teams feel supported and clear on what they need to do. When things don't go as planned, it can mean missed targets, unhappy clients, and a lot of scrambling to fix things. The work can involve often dealing with unexpected issues and making quick, sensible decisions with what you've got. One part of the role is seeing your part of the operation run smoothly, knowing you've kept the client happy, and helping your team grow. View
- Offshore Operations Specialist The Offshore Operations Specialist is responsible for the day-to-day execution and performance of specific operational processes within the offshore delivery centres. You'll ensure the team consistently meet client service level agreements (SLAs), troubleshoot issues as they pop up, and look for small, smart ways to make things a bit better. This role directly impacts the client satisfaction and the ability to deliver on the promises, which is everything in BPO. You'll work at the intersection of the offshore teams and the internal client-facing groups, translating operational data into clear performance updates and flagging potential problems. When you do this well, the clients are happy, and the teams run like clockwork. If things go sideways, the team risk missing targets, upsetting clients, and potentially losing business. This can involve keeping everything stable and improving things, even when the data is messy or the requirements shift. One part of the role is seeing your process improvements actually make a difference and knowing you're a critical part of keeping the promises. View
- Offshoring and Nearshoring Specialist As an Offshoring and Nearshoring Specialist, you'll own specific operational processes within the global service delivery model. Day-to-day, that means keeping a close eye on performance, troubleshooting those annoying little issues that always pop up, and getting detailed reports ready for your manager and the internal client teams. You're the person making sure the wheels keep turning, even when things get a bit bumpy. This role sits within the service delivery, bridging the gap between the UK operations and the teams in other countries. You'll translate what the internal clients need into clear instructions for the offshore partners, and then make sure they deliver. When you do this well, the operations run like clockwork, clients are happy, and the team hit the cost savings targets. If things go wrong, well, that can mean missed deadlines, unhappy clients, and a lot of frantic phone calls. This can involve juggling multiple priorities and dealing with issues that are often outside your direct control. But the reward? You get to see the tangible impact of your work every single day, knowing you're keeping a complex global operation running efficiently. It's a real chance to get stuck into the nuts and bolts of global operations. View
- Outsourced Services Coordinator The Outsourced Services Coordinator is here to make sure the external partners are hitting their marks, keeping the services running smoothly and efficiently. You'll be the main point of contact for a few key vendors, tracking their performance and jumping in when things go a bit sideways. you're the glue that holds these relationships together at an operational level. Day-to-day, you'll sit right between the internal business units, like Customer Service or Finance, and the outsourced providers. You'll translate what the internal teams need into clear instructions for the vendors, and then make sure the vendors are actually doing it. When this role is done well, the outsourced services feel like an extension of the own team, delivering consistent quality and value. If it's not, the team end up with unhappy customers, missed deadlines, and a lot of headaches for everyone. This can involve navigating the grey areas, where the contract doesn't quite cover a new problem, or an internal team changes its mind. But the reward? Seeing a complex service run like clockwork because of your careful oversight, and knowing you've kept things ticking along for thousands of customers. View
- Outsourced Services Manager The Outsourced Services Manager is responsible for independently running specific client process streams, making sure they hit their targets and that the clients get exactly what they're paying for. You'll work at the intersection of the delivery teams and the client's operational needs, translating their requirements into actionable tasks and ensuring the people can actually deliver. When this role is done well, the processes hum, clients are delighted, and the team often see opportunities to expand the services. When it's not, the team miss SLAs, clients get frustrated, and the team risk losing business—which is a big deal. The work can involve often juggling multiple client demands and making sure the internal teams have everything they need to perform. One part of the role is seeing a complex process run like clockwork and knowing you're the one who made it happen. View
- Outsourcing Analyst The Outsourcing Analyst is here to keep a close watch on the BPO vendors, making sure they're hitting their targets and that the team is getting what the team paid for. You'll independently look after specific vendor relationships and processes, making sure things run smoothly day-to-day. This role sits within the operations, linking the internal teams with the external partners. You're the one translating raw performance data into something meaningful, helping your manager and other teams see what's really going on. When you do this job well, the outsourced services hum along nicely, the internal teams are happy, and the team avoid any nasty surprises like missed deadlines or unexpected costs. If things go sideways, though, the team could end up with unhappy customers, budget overruns, or even regulatory headaches. This can involve getting consistent data from different vendors and then figuring out what it all means. But the reward? You get to see your work directly impact how efficiently the organisation runs, and you become the go-to person for specific vendor insights. View
- Outsourcing Assistant The Outsourcing Assistant is responsible for making sure the external partners deliver on their promises. Day-to-day, you'll be checking performance, spotting issues, and generally keeping things on track. This role sits within the operations, linking the internal teams with the vendors who handle key business processes for the team. You'll be translating what the internal teams need into clear instructions for vendors, and then making sure the vendors actually deliver. When you do this well, the outsourced services run like clockwork, saving the team money and keeping the customers happy. If things go wrong, it can mean missed deadlines, unhappy clients, and even financial penalties. This can involve dealing with messy data or sudden, 'urgent' requests that throw your plans off. But the reward? Seeing your reports and insights actually get used to make things better, knowing you've made a tangible difference to how the team operate. View
- Outsourcing Change Manager The Outsourcing Change Manager is here to make sure the outsourcing projects actually stick. You'll take ownership of specific change workstreams, making sure the internal teams and the BPO partners are on the same page and ready for new ways of working. Day-to-day, this means you're translating complex project plans into clear communications, practical training, and solid support structures. This role sits right in the middle of the project delivery teams and the business units the team is helping. You're the one who ensures that when the team hand over a process, it's not just a 'lift and shift' but a smooth, well-understood transition. When you do this well, the projects go live without a hitch, people adopt new processes quickly, and the team see real benefits from outsourcing. Get it wrong, and you'll have confused staff, frustrated clients, and a lot of post-go-live firefighting. the tricky part is getting everyone to buy into the change, especially when it means doing things differently. But the reward? Seeing a complex, multi-team project successfully land and knowing you made it happen for real people. View
- Outsourcing Contract Manager The Outsourcing Contract Manager (BPO) makes sure the client contracts and vendor agreements actually deliver what they're supposed to. Day-to-day, you'll be tracking performance, sorting out billing queries, and flagging anything that looks a bit off. You'll sit between the clients and the service delivery teams, translating contract terms into real-world actions and making sure everyone's on the same page about what good looks like. When you do this job well, the clients are happy, the vendors are accountable, and the team avoid costly disputes. if it's done poorly, the team could lose money, damage client relationships, and end up in a right mess. This can involve balancing strict compliance with the need for a bit of flexibility in a fast-moving business. But the reward? Seeing complex outsourcing relationships thrive because you've kept a steady hand on the tiller, ensuring fair play and clear expectations for everyone involved. View
- Outsourcing Governance Specialist The Outsourcing Governance Specialist is here to independently keep an eye on the BPO vendors, making sure they stick to their contracts and deliver the services the team pay for. You'll be the person digging into the data, flagging when things aren't quite right, and helping to fix them. Essentially, you're the guardian of the outsourced service quality and value. You'll sit right between the internal teams who use these services and the external vendors who provide them, translating expectations into actionable performance metrics and then holding everyone accountable. When you do this job well, the organisation units get reliable, high-quality service, and the team avoid nasty surprises like unexpected costs or unhappy customers. If it's not done well the team risk overpaying for poor service, damaging the reputation, and losing money. This can involve getting both sides—the internal teams and the vendors—to agree on what 'good' actually looks like, and then consistently achieving it. One part of the role is you get to be the one who ensures the team is getting real value for money, and you'll see tangible improvements in how the services are delivered. View
- Outsourcing Process Improvement Specialist The Outsourcing Process Improvement Specialist is here to make the BPO operations run like a well-oiled machine. You'll independently take on specific process improvement projects, getting right into the nitty-gritty of how things work. This isn't about just tweaking things; it's about finding the real problems, figuring out why they're happening, and then designing solutions that genuinely make a difference. Day-to-day, you'll be mapping out existing processes, spotting where the bottlenecks are, and then proposing smarter, more efficient ways of doing things. You'll work closely with the operational teams, the folks actually doing the work, to make sure your ideas are practical and can actually be put into action. When you do this well, the clients get better service, the teams are happier, and the team save a bit of money too. Truth is, it's a tricky balance: you've got to be a bit of a diplomat, a bit of a data whiz, and someone who can really get people on board with change. The biggest challenge? Getting people to let go of 'how the team has always done it.' But the reward? Seeing your improvements cut down customer wait times, speed up transaction processing, or free up the teams to do more valuable work. It's pretty satisfying, honestly. View
- Outsourcing Risk & Compliance Analyst The Outsourcing Risk & Compliance Analyst is responsible for making sure the organisation Process Outsourcing (BPO) partners actually stick to the rules and don't expose the team to unnecessary risks. Day-to-day, you'll be knee-deep in vendor contracts, risk assessments, and audit responses, ensuring everything's in order. You'll sit right between the internal business units and the external BPO providers, translating complex regulatory requirements into practical actions and making sure everyone's on the same page. When you do this well, the team avoid hefty regulatory fines, protect the customers' data, and keep the reputation solid. If things go wrong, well, that's when the headlines hit and the legal bills stack up. This can involve getting full transparency from vendors and balancing compliance needs with operational realities. But the reward? You'll be a crucial shield for the company, making a real difference in protecting the team from serious trouble. View
- Outsourcing Specialist The Outsourcing Specialist is there to keep a close eye on a selection of the external partners, making sure they're delivering the goods. You'll work at the intersection of the internal business units and the service providers, translating what the teams need into clear expectations for the vendors, and then making sure those expectations are met. When you do this well, the operations run smoothly, costs are kept in check, and the internal teams get reliable service. If things go wrong, it can mean missed deadlines, unhappy customers, and wasted money. This can involve getting everyone to agree on what 'good' looks like, and then holding people to it. One part of the role is you'll be a key player in ensuring the organisation runs efficiently, and you'll build some really strong relationships along the way. View
- Outsourcing Strategist The Outsourcing Strategist helps the team figure out the 'how' and 'who' for getting the organisation processes handled externally. Day-to-day, you'll be knee-deep in data, analysing costs, and vetting potential vendors to make sure they're a good fit for what the team need. You're essentially the Sherlock Holmes of the operational costs and potential partners, ensuring the team make smart decisions. This role sits within the operational efficiency, connecting what the internal teams need with what the market can offer. You'll translate those internal requests into clear requirements for potential outsourcing partners, making sure everyone's on the same page. When you do this well, the team save money, improve service quality, and the internal teams can focus on their core jobs. Get it wrong, and the team could end up with costly contracts, unhappy customers, or even compliance headaches. This can involve sifting through all the noise—both internal and from vendors—to find the real truth. One part of the role is seeing your analysis directly influence big decisions that improve how the entire organisation operates. View
- Outsourcing Strategy Analyst The Outsourcing Strategy Analyst is here to make sure the BPO vendors are actually doing what they promised and that the team is getting good value. Day-to-day, you'll be pulling data, checking reports, and flagging anything that looks a bit off. You're essentially the eyes and ears on the ground for the outsourcing arrangements, making sure the cogs keep turning. This role sits right in the middle, between the internal business units and the external BPO partners. You'll be taking raw performance data and turning it into clear, findings people can use that your manager and other teams can use to make decisions. When you do this well, the team avoid nasty surprises, keep costs in check, and the organisation units get the service they expect. If things go wrong here, the team could end up paying too much, getting poor service, or even facing compliance issues. This can involve getting consistent data from different sources and figuring out what's really going on behind the numbers. One part of the role is seeing your analysis directly help the team improve a vendor relationship or save a bit of cash, which is pretty satisfying. View
- Outsourcing Strategy Assistant The Outsourcing Strategy Assistant is here to make sure the outsourcing decisions are backed by solid data and that the vendor relationships actually deliver. Day-to-day, you'll be digging into performance reports, building cost models, and helping to draft the paperwork that defines what the vendors do for the team. You'll work at the intersection of the internal operations and the external service providers, translating raw data into clear insights that help the team make smarter choices. When you do this well, the team save money, the outsourced services run smoothly, and the internal teams get the support they need without a hitch. If things go wrong, the team could end up paying too much, getting poor service, or even facing operational disruptions. This can involve getting consistent data from different sources and dealing with the inevitable changes in requirements. One part of the role is seeing your analysis directly influence big business decisions and knowing you've helped the team get real value from the outsourcing spend. View
- Outsourcing Strategy Specialist The Outsourcing Strategy Specialist helps the team keep a close eye on the external partners, making sure they're doing what they promised and delivering real value. Day-to-day, you'll be tracking performance, spotting potential issues, and helping the team figure out if the team is getting the money's worth from the BPO vendors. You'll sit right between the internal business units and the external service providers, making sure everyone's on the same page and that the outsourced operations actually support the wider business goals. When you do this job well, the outsourced processes run like a well-oiled machine, costs are under control, and the internal teams are happy with the service they're getting. If things go wrong, the team could end up with unhappy customers, wasted money, or even compliance headaches. This can involve getting reliable data from vendors and convincing internal teams to stick to the agreed processes. One part of the role is you get to see your work directly impact the efficiency and bottom line, helping the team deliver better services to the customers. View
- Outsourcing Transition and Transformation Specialist The Outsourcing Transition and Transformation Specialist is responsible for owning specific workstreams within the larger BPO transition projects. You'll be the one making sure that when the team take over a client's process, the team actually understand it and can run it properly from day one. This role sits within the client delivery, translating complex 'how-it-works' from the client into a clear 'how-the team will-run-it' for the operational teams. When you do this well, the clients see a seamless handover, and the delivery teams can hit the ground running, meaning happy clients and stable operations. If it's not done well, the team will have unhappy clients, missed SLAs, and a lot of headaches for everyone involved. This can involve dealing with messy client data or processes that aren't as documented as they should be. One part of the role is seeing a complex operation successfully migrate and then actually run better because of your work. View
- Performance Management Director The Performance Management Director (Mid-Level) is all about making sense of the operational data and ensuring the BPO programmes are performing as they should. You'll be independently digging into numbers, spotting issues, and proposing ways to make things better. It’s about being the go-to person for accurate performance insights on specific client accounts or operational areas. You'll take ownership of routine reporting and analysis, but you'll also get to tackle some trickier problems, helping the team figure out what's really going on. This role sits within the BPO operations, translating raw data from call centres and back-office processes into clear, findings people can use. You'll be working closely with the operational teams, understanding their challenges, and helping them hit their service level agreements (SLAs). Think of yourself as the detective who finds the clues in the data, then helps the operations team solve the mystery of underperformance or inefficiency. When you do this well, the clients are happy, the agents are more productive, and the team avoid costly penalties. you're helping the team keep the promises. If it's not done well, the team risk client dissatisfaction, missed targets, and a lot of frantic firefighting. The challenge? The data is often messy, and priorities can shift quickly. One part of the role is seeing your analysis directly improve how the team serve the clients and make the operations smoother. View
- Performance Optimisation Specialist The Performance Optimisation Specialist is responsible for getting under the bonnet of the BPO processes, identifying where the team can do things better, faster, or cheaper. You'll be working closely with the operational teams and sometimes directly with client-facing managers, translating raw performance data into findings people can use. This isn't just about crunching numbers; it's about understanding the 'why' behind the 'what' and then proposing practical ways to fix it. When you do this job well, the operations become more efficient, the clients are happier because the team is hitting the SLAs consistently, and the profit margins look healthier. If it's not done well, the team risk missing client targets, wasting resources, and ultimately, losing business. The challenge? Often, it's getting people to change how they've always done things, even when the data screams for it. One part of the role is seeing your recommendations actually make a tangible difference, saving real money and improving real services. View
- Process Specialist, Business Process Outsourcing The Process Specialist is responsible for independently executing specific process streams within the BPO services, making sure everything runs like clockwork. This directly impacts the clients' operational efficiency and their trust in the team. You'll work within the service delivery, taking raw client data or requests and turning them into perfectly processed outcomes that the internal teams and clients rely on for their daily operations. When you do this job well, the clients barely notice the team because everything just works. Their payroll gets processed, invoices are paid, and reports land on time, every time. If things go wrong, though, it can mean missed deadlines, unhappy clients, and a lot of frantic damage control. The work can involve keeping up with volume while maintaining absolute accuracy, even when the data isn't perfect. One part of the role is knowing you're the person who ensures critical business functions never skip a beat, and seeing your suggestions for improvement actually get put into practice. View
- Senior Governance Analyst The Senior Governance Analyst is responsible for making sure the BPO operations actually stick to the rules—whether those are client contracts, internal policies, or pesky regulations. You'll spend your days digging into processes, checking controls, and helping teams fix things when they're a bit off. It's about translating complex governance ideas into practical steps the operational folk can follow, and then making sure they actually do. This role sits within the service delivery, acting as a critical bridge between the legal and compliance teams and the people doing the day-to-day work for the clients. You'll be the one making sure that when the team say the team is compliant, the team really are. When you do this well, the clients trust the team more, the team pass audits successfully, and the team avoid those nasty fines or reputational hits. If it's not done properly, well, that's when things get messy, think client complaints, regulatory investigations, and a lot of very stressed senior leaders. The work can involve getting busy operational teams to see governance as a help, not a hindrance. One part of the role is knowing you're protecting the business and the clients, and building a truly resilient operation. View
- Service Level and Performance Management Specialist The Service Level and Performance Management Specialist is here to make sure the service delivery for clients in Business Process Outsourcing (BPO) consistently meets, or even beats, agreed-upon targets. You'll be the one digging into the daily operational data, translating raw numbers into clear insights that help the teams improve. When this role is done well, the clients are happy, contracts are renewed, and the team avoid those awkward conversations about missed SLAs. If it's not, well, client relationships can get a bit frosty, and the team might even face penalties. The biggest challenge? Getting everyone on the same page about what the numbers actually mean and then getting them to act on it. One part of the role is seeing tangible improvements and knowing your work directly impacts client satisfaction and the bottom line. View
- Service Level Monitoring Assistant The Service Level Monitoring Assistant is here to independently keep tabs on the client contracts, making sure the team hit the service targets day-in, day-out. You'll be the one pulling the data, checking it against the agreements, and flagging anything that looks a bit off. This role directly impacts the client relationships and the bottom line, because missed targets can mean penalties for the team. You'll work closely with the operational teams and the Service Level Manager, translating raw performance data into clear, findings people can use that help the team deliver better. When you do this well, the clients trust the team more, and the team avoid those awkward conversations about service credits. If you don't, well, things can get messy pretty quickly, leading to unhappy clients and financial hits. This can involve sifting through loads of data from different systems to find the real story. But the reward? Knowing you're a key part of keeping the promises and helping the business run smoothly. View
- Shared Services Manager The Shared Services Manager (Level 002) takes full ownership of specific process streams within the BPO operations, making sure they run smoothly and hit all their targets. You'll spend your days getting stuck into the 'how' and 'why' of the service delivery, often digging into data to find out what's really happening. You'll work at the intersection of the operational teams and the client's expectations, translating raw data and process steps into consistent, high-quality outcomes. When you do this job well, the clients see consistent, reliable service, and the teams feel supported with clear processes. Get it wrong, and the team could face SLA breaches, unhappy clients, and a lot of reactive firefighting. The work can involve dealing with those tricky, non-routine problems that pop up and figuring out how to solve them without a clear playbook. The reward is seeing your solutions actually make a difference, making things easier for the teams and better for the clients. View
- Transformation Director The Transformation Director (Mid-Level) is responsible for independently executing specific process improvement and automation initiatives within the BPO client engagements. You'll take ownership of project segments, making sure the team deliver tangible efficiency gains and better service for the clients. You'll work at the intersection of client operations and the internal delivery teams, translating messy, real-world problems into clear, actionable plans that actually get implemented. When you do this job well, clients see real cost savings, faster processes, and happier customers. When it's not done well, projects stall, clients get frustrated, and the team lose credibility. The work can involve often dealing with legacy systems and getting people to change how they've always done things. One part of the role is seeing a process go from clunky and manual to slick and automated, knowing you made a real difference to a client's bottom line. View
- Transition Manager The Transition Manager is responsible for independently executing specific workstreams within larger client transitions, which directly impacts the ability to deliver on new contracts and keep clients happy. You'll work at the intersection of the client's operations and the internal delivery teams, translating their current ways of working into clear, actionable processes that the BPO centres can pick up. You're the one making sure the handover notes are actually useful. When this role is done well, the team see seamless go-lives, happy new delivery teams, and a client who trusts the team to get things right from day one. When it's not, the team is looking at missed SLAs, frustrated staff, and potentially losing a client before the team has even really started. The work can involve often dealing with undocumented processes and managing expectations from all sides. One part of the role is seeing a new operation go live successfully and knowing you made it happen. View
- Vendor Analyst The Vendor Analyst is responsible for managing a specific set of vendor relationships, making sure they stick to their agreements and deliver what the team need for the BPO operations. You'll sit right between the internal teams (like Operations and Finance) and the external suppliers, translating the needs into clear instructions and making sure those suppliers hit their targets. When you do this well, the BPO services run like clockwork, clients are happy, and the team avoid nasty surprises like missed deadlines or unexpected costs. If things go wrong, the team could face service disruptions, unhappy clients, and even financial penalties. The challenge? You're often juggling multiple vendor issues at once, and sometimes you'll be the one telling a vendor they're not quite up to scratch. One part of the role is you get to build solid relationships and see your efforts directly improve how the team deliver services to the own clients. View
- Vendor Relationship Manager The Vendor Relationship Manager looks after a specific group of the outsourced partners, making sure they hit their targets and that the team is getting good value for money. You'll spend your days tracking how well they're doing, dealing with any problems, and generally keeping the relationship healthy. This isn't just about ticking boxes; it's about making sure the organisation operations run smoothly because the vendors are doing their bit. When you do this job well, the internal teams get the services they need without a hitch, and the customers are happy. If things go wrong, though, it can mean missed deadlines, unhappy customers, and even financial penalties for the team. This can involve balancing the needs with the vendor's capabilities, especially when things get a bit messy. But seeing a vendor partnership really click and deliver great results? That's genuinely rewarding. View
Level 4 jobs · 7
- Global Delivery Centre Manager The Global Delivery Centre Manager is responsible for the end-to-end operational delivery of a specific client process or a smaller client account. You'll be the bridge between the frontline agents and the client, making sure the team deliver on the promises every single day. You'll work at the intersection of the operational teams and client expectations, translating service agreements into daily tasks and making sure those tasks get done right. When this role is done well, the clients are delighted, the teams are productive, and the team hit all the service level agreements, meaning no penalties for the team! When it's not, the team risk client dissatisfaction, financial penalties, and a stressed-out team. The work can involve balancing client demands with operational realities, especially when things go wrong. One part of the role is seeing your team succeed and knowing you've kept a critical part of the organisation running smoothly. View
- Senior Chief Outsourcing Officer The Senior Chief Outsourcing Officer is here to make sure the outsourcing partnerships run smoothly and actually deliver value. You'll be the main point of contact for a portfolio of the key outsourced services, making sure they hit their targets and that any issues get sorted quickly. This role directly impacts the operational efficiency and, ultimately, the bottom line. You'll sit within the operations, working with the internal business units and the external service providers. Your job is to translate what the internal teams need into clear expectations for the vendors, and then to hold those vendors accountable for delivering. When you do this well, the outsourced processes hum along, costs are managed, and the internal teams get great service. When it doesn't go so well, the team see service disruptions, missed targets, and unhappy internal clients, which can really hurt the business. The challenge? It's often like being a referee between internal expectations and external capabilities, all while keeping an eye on the numbers. One part of the role is seeing complex operations run seamlessly and knowing you've directly contributed to the company's success. View
- Senior Head of Outsourcing Strategy The Senior Head of Outsourcing Strategy leads end-to-end outsourcing assessments for specific functional areas, making sure the team pick the right processes and the right partners. You'll be the one designing how the team transition work and ensuring the team get the expected benefits, which directly impacts the efficiency and bottom line. You'll work at the intersection of the internal business units and external service providers, translating complex operational needs into clear outsourcing solutions that save the team money and improve service quality. When this role is done well, the team see real cost savings, smoother operations, and happier internal customers. When it's not, the team end up with 'shadow BPO' or, worse, failed transitions that cost the team a fortune. The work can involve often getting everyone internally on the same page and then making sure the vendor actually delivers. One part of the role is seeing your strategic plans turn into tangible, measurable improvements for the business. View
- Senior Head of Outsourcing Transition The Senior Head of Outsourcing Transition leads the charge on getting the new clients' business processes moved over to the team. You'll be the one designing the plan, making sure everyone knows what they're doing, and solving all the inevitable problems that pop up. This role directly impacts how quickly and smoothly the clients start seeing value from the services, get it right, and they're happy, the team look good, and the team keep growing. Get it wrong, and it's a headache for everyone involved, costing the team time and money. You'll sit within the client delivery, working closely with sales, operations, and, of course, the client themselves. You're translating the promises made in a sales pitch into a practical, step-by-step migration plan. When this role is done well, a client's complex operations seamlessly shift to the teams, often even better than before. When it's not, the team is looking at missed deadlines, unhappy clients, and a lot of firefighting. The work can involve juggling multiple moving parts and keeping everyone on the same page, especially when things go sideways. One part of the role is seeing a complex, high-stakes project land successfully and knowing you were the driving force behind it. View
- Senior International Outsourcing Assistant The Senior International Outsourcing Assistant role is all about owning specific outsourced workstreams and making sure they perform. You'll be the go-to person for a chunk of the vendor relationships, diving deep into performance, spotting issues, and pushing for better ways of working. This isn't just about ticking boxes; it's about driving tangible outcomes that directly affect the organisation efficiency and cost base. You'll sit within the operations, translating the internal needs into clear deliverables for the outsourcing partners and then holding them to account. When you do this job well, the outsourced services run like clockwork, saving the team money and letting the internal teams focus on core business. Get it wrong, and the team is looking at missed deadlines, budget overruns, and unhappy internal clients—which no one wants. This can involve navigating the complexities of international vendors, cultural differences, and constantly shifting internal demands. One part of the role is seeing your efforts directly improve how the organisation operates globally and building strong, productive relationships that genuinely deliver value. View
- Senior Outsourced Services Coordinator As a Senior Outsourced Services Coordinator, you'll lead and own specific outsourced workstreams, making sure the external partners hit their targets and deliver quality work. This role sits within the operations, ensuring that the services the team pay for actually meet the organisation needs and keep the customers happy. You'll work at the intersection of the internal operations teams and the external vendors, translating business requirements into clear deliverables and then holding everyone accountable. When you do this well, the outsourced services run like a well-oiled machine, costs are controlled, and the internal teams get the support they need without a hitch. If things go sideways, the team is looking at missed deadlines, unhappy customers, and potentially wasted money. This can involve navigating the grey areas between what's in the contract and what's needed on the ground, especially when things change quickly. One part of the role is seeing your efforts directly improve how the team operate, making a real difference to the efficiency and reputation. View
- Senior Outsourcing Assistant The Senior Outsourcing Assistant is responsible for owning and driving the performance of key outsourced services and vendor relationships. You'll move beyond just tracking numbers, actually digging into *why* things are happening and then fixing them. You'll work at the intersection of the internal business units and the external outsourcing partners, translating business needs into vendor actions and making sure everyone's on the same page. you're a bit of a bridge builder. When this role is done well, the outsourced operations run smoothly, costs are kept in check, and the internal teams are happy with the service they're getting. If it's not, the team is looking at missed SLAs, unhappy customers, and potentially wasted money. The work can involve often balancing the needs of different internal teams with the capabilities and limitations of the vendors. One part of the role is seeing your process improvements actually make a difference, saving the team time or money, and building genuinely strong relationships with the partners. View
Level 5 jobs · 39
- Associate Director, Outsourcing As an Associate Director, Outsourcing, you'll be directly responsible for a portfolio of the key outsourcing engagements. This means you're not just overseeing things; you're actively directing how the team work with the external partners, ensuring they deliver what the team need, when the team need it. You'll be the person making sure the BPO strategy actually works on the ground, delivering real results for the business. This role sits within the operational efficiency, connecting the internal teams with the external service providers. You'll translate the organisation needs into clear requirements for the vendors, and then make sure they're hitting the mark. When you do this well, the operations run like clockwork, costs are optimised, and the internal teams can focus on what they do best. If things go wrong, though, it can mean missed targets, unhappy customers, and a lot of firefighting. This can involve balancing cost, quality, and risk across multiple, often global, vendors. You'll need to navigate complex relationships and sometimes conflicting priorities. One part of the role is seeing your strategic decisions directly impact the bottom line and knowing you're building a truly resilient and efficient operational backbone for the company. it's pretty satisfying when a complex transition goes off without a hitch because of your planning. View
- BPO Operations Manager The BPO Operations Manager is responsible for making sure the outsourced processes deliver exactly what clients expect, and then some. You'll be running a team (or a few teams) that handles a specific set of business operations for the clients, which directly impacts their bottom line and the reputation. You'll work at the intersection of client demands, the operational capabilities, and new technology, translating strategic goals into tangible, efficient delivery that keeps everyone happy. When this role is done well, the clients see real value, the teams are humming, and the team is always finding ways to get better and more profitable. When it's not, the team risk losing clients, burning out the teams, and missing out on growth opportunities. The work can involve constantly balancing client expectations with the operational realities and making sure your teams have what they need to succeed. One part of the role is seeing your operational improvements translate into real client success and watching your team grow and develop under your leadership. View
- BPO Performance Manager The BPO Performance Manager is responsible for driving significant operational improvements and ensuring the BPO services consistently hit, and ideally, exceed, client expectations. You'll lead a team, translating complex data into actionable strategies that genuinely make a difference to the clients' bottom line and the operational efficiency. This role sits within the client delivery, bridging the gap between raw operational data and strategic business outcomes. When you do this well, the clients see tangible value, the teams work smarter, and the team secure more business. If you don't, the team risk losing clients, burning out the teams, and damaging the reputation. The challenge? It's often a constant battle against 'how the team has always done it' and shifting priorities. One part of the role is seeing your team's hard work directly improve client satisfaction and the overall profitability. View
- Business Process Manager The Business Process Manager is responsible for defining, optimising, and overseeing the end-to-end operational processes for a specific client portfolio or functional area within the organisation Process Outsourcing (BPO) operations. You'll lead a team of process analysts and architects, guiding them to identify inefficiencies, design 'To-Be' states, and implement automation and improvement initiatives that directly impact the profitability and client satisfaction. This role sits right at the intersection of strategic planning, operational delivery, and client relationship management, making sure the services are not just delivered, but delivered brilliantly and efficiently. When this role is done well, the team is seeing significant cost savings, happier clients, and a team that's constantly learning and growing. When it's not, the team is looking at missed SLAs, unhappy clients, and potentially losing business. The work can involve balancing strategic vision with the day-to-day realities of complex operations, often with legacy systems and demanding client expectations. One part of the role is seeing your team's work directly translate into tangible business benefits, transforming how the team operate, and building a high-performing team. View
- Global BPO Manager The Global BPO Manager is responsible for the strategic and operational performance of a significant BPO service line or a portfolio of global clients. You'll be the one making sure the team deliver on the promises, grow the business, and keep the clients coming back for more. This isn't about day-to-day task management; it's about setting the vision and making it happen across multiple teams and geographies. In practice, you'll sit right at the intersection of client relationship management, operational delivery, and strategic transformation. You're translating high-level business goals into actionable plans for the delivery centres, making sure everyone's pulling in the same direction. Your decisions directly impact the P&L, client satisfaction, and the ability to win new business. When you do this job well, the team see significant cost savings for clients, improved service quality, and healthy revenue growth for the team. If things go sideways, the team risk losing major contracts and damaging the reputation. This can involve balancing aggressive client demands with internal capacity and cost pressures. You're often the one explaining 'no' or finding a creative 'yes' that works for everyone. One part of the role is seeing your strategic decisions play out on a global scale, transforming how big businesses operate and genuinely making an impact on thousands of employees and millions in revenue. View
- Lead BPO Performance Specialist The Lead BPO Performance Specialist is here to architect and deliver significant performance improvements across the organisation Process Outsourcing operations. You'll be the go-to expert for understanding complex process issues, figuring out the root causes, and then designing solutions that actually make a difference. This role isn't just about spotting problems; it's about building the frameworks and leading the programmes that fix them for good. You'll work at the intersection of the operational delivery teams, client relationship managers, and the tech folks, translating messy operational realities into clear, actionable improvement plans that get everyone on the same page. When this role is done well, the clients see tangible improvements in service delivery, the costs come down, and the teams work smarter, not just harder. When it's not, the team risk losing clients due to poor service, missing the financial targets, and generally just creating more 'process debt'. The work can involve navigating the inherent messiness and resistance to change in large-scale BPO environments. One part of the role is seeing your designs transform how thousands of people work, delivering real value back to the business and the clients. View
- Lead BPO Program Manager The Lead BPO Program Manager is here to oversee multiple, often complex, client engagements. You're the main point of contact for the strategic clients, making sure the team is not just hitting the SLAs but actually exceeding expectations and looking for what's next. This role sits within the client delivery, translating their needs into actionable plans for the operational teams and ensuring those plans turn into real, measurable value. you're the glue that holds these big programmes together, making sure everyone's pulling in the same direction. When this role is done well, the clients see the team as an indispensable partner, not just a service provider. The team grow the accounts, and the operational teams feel supported and clear on their goals. When it's not, the team risk losing clients, missing critical deadlines, and creating a lot of internal chaos. The work can involve balancing client demands with operational realities, often having to make tough calls that impact both. One part of the role is seeing your programmes deliver significant cost savings or efficiency gains for a major client, and building relationships that genuinely last. View
- Lead Commercial Analyst The Lead Commercial Analyst is responsible for defining and delivering the commercial analysis for the largest and most complex BPO engagements. You'll move beyond just crunching numbers, actually architecting the financial models that underpin multi-million-pound contracts and guiding a small team to do the same. This role sits right at the intersection of the Sales, Operations, and Finance teams, translating client needs and operational realities into robust, profitable commercial structures that win business and deliver value. When you get this right, the team secure profitable deals, the clients are happy, and the organisation grows. Get it wrong, and the team could be locked into unprofitable contracts for years, or worse, lose out on significant opportunities. This can involve navigating ambiguous client requirements, internal politics, and often messy data to build models that stand up to scrutiny. One part of the role is seeing your commercial strategies directly influence major deals and contribute significantly to the company's bottom line. You'll be the one who truly understands 'the numbers' behind the biggest wins. View
- Lead Contract Administrator The Lead Contract Administrator is responsible for overseeing multiple workstreams within the contract administration function, making sure the BPO agreements are not just legally sound but also operationally viable and commercially smart. You'll be at the sharp end of the contract lifecycle, translating complex service requirements into clear, enforceable terms and then making sure your team keeps everything on track. This role sits right at the intersection of the Sales, Legal, and Operations teams, acting as a critical bridge between winning a deal and actually delivering on it profitably. When you do this well, the team avoid costly disputes, keep the clients happy, and protect the revenue. Get it wrong, and the team could be facing significant financial penalties, legal headaches, or even losing clients. The work can involve navigating the constant tension between commercial ambition and contractual risk, all while managing a team and driving process improvements. One part of the role is seeing your work directly contribute to the company's bottom line and knowing you've built a robust framework that truly supports the BPO operations. View
- Lead Contracts Manager, Business Process Outsourcing The Lead Contracts Manager for Business Process Outsourcing is responsible for overseeing a portfolio of the most important vendor contracts. You'll spend your days architecting complex Statements of Work (SOWs), leading high-stakes negotiations, and making sure the agreements actually deliver value. This role sits within the BPO operations, linking what the team promise to deliver internally with what the external partners actually do. When you do this job well, the outsourcing programmes run smoothly, risks are managed, and the team see real cost savings or service improvements. If it's not done well, the team could face huge operational disruptions, unexpected costs, or even legal trouble. This can involve balancing commercial demands with legal realities and keeping everyone happy. One part of the role is you'll genuinely protect the company's interests and see your work directly impact the bottom line, which is pretty satisfying. View
- Lead Innovation Architect The Lead Innovation Architect is here to design, well, the architecture for the most ambitious BPO innovation projects. You'll be the one translating tricky business problems into actual, buildable technical solutions, often pulling together multiple advanced technologies. This role sits right at the intersection of client needs, the operational capabilities, and the bleeding edge of automation tech. When you get this right, the clients see massive efficiency gains, reduced costs, and genuinely better service delivery—which keeps them happy and coming back. When it's not done well, the team end up with fragmented, expensive solutions that don't scale, or worse, projects that just fizzle out. The work can involve making complex solutions simple enough to implement, while also convincing everyone it's the right way forward. One part of the role is seeing your blueprints turn into real, tangible improvements that change how a client's business runs, and knowing you've built something truly clever. View
- Lead International Outsourcing Analyst The Lead International Outsourcing Analyst is here to make sure the outsourced operations run like a well-oiled machine, especially across different countries. You'll be responsible for a portfolio of critical vendor relationships, essentially owning the success of those partnerships. This means you're not just tracking performance; you're defining how the team work with these vendors, spotting problems before they blow up, and guiding a small team to keep everything on track. Your work sits right at the intersection of the internal operations and the external service providers. You'll take the organisation needs and translate them into clear expectations for the vendors, then make sure they deliver. When you do this well, the internal teams get the support they need without a hitch, and the team save a fair bit of money. If it goes wrong, well, that means missed deadlines, unhappy customers, and often, a lot of frantic firefighting. This can involve balancing cost savings with service quality, often with vendors who operate in completely different time zones and cultures. But the reward? Seeing complex global operations hum, knowing you've built strong, productive relationships that genuinely move the business forward. View
- Lead International Outsourcing Process Improvement Manager The Lead International Outsourcing Process Improvement Manager is here to define, lead, and deliver large-scale process transformation and automation programmes across the global BPO operations. You'll be the one who figures out the 'how' for complex, multi-country process challenges, ensuring the solutions aren't just theoretical but actually get implemented and stick. Day-to-day, this means you'll be diving deep into the most critical client processes, identifying those big opportunities for efficiency and quality, and then driving the change with your team. This role sits right at the intersection of the client delivery teams, the technology partners, and senior leadership. You're translating strategic business needs into actionable improvement roadmaps, and then making sure your team has what they need to execute. When you do this well, the team is talking about significant cost savings for the clients, vastly improved service quality, and a much happier operational workforce. Get it wrong, and the team is looking at missed opportunities, operational chaos, and potentially losing client trust due to inefficiencies or compliance issues. The work can involve navigating the sheer complexity of international BPO, different cultures, legacy systems, varying client demands, and often, a natural resistance to change. One part of the role is seeing your strategic vision come to life, knowing you've fundamentally reshaped how the team deliver services, and helping your team grow along the way. it's about making a measurable difference to the bottom line and the operational effectiveness. View
- Lead Outsourcing Risk & Compliance Specialist The Lead Outsourcing Risk & Compliance Specialist is responsible for shaping and managing specific, critical risk domains across the global Business Process Outsourcing (BPO) engagements. You'll be the go-to person for areas like data privacy, information security, or regulatory adherence for the outsourced services. This means you'll spend your days designing new risk assessment methods, diving into complex compliance issues with the BPO partners, and making sure the contracts actually protect the team. Your work sits right at the intersection of the Legal, Procurement, and operational business units, acting as a crucial bridge between the internal needs and the external BPO providers. You're translating tricky regulatory requirements into practical controls that the partners can implement, ensuring the team don't end up in hot water. When you do this well, the team avoid hefty regulatory fines, protect the customers' data, and keep the reputation solid. Get it wrong, and the team is looking at potential breaches, significant financial penalties, and a serious hit to the brand. The challenge? It's often like pulling teeth to get full transparency from BPO partners, and you'll constantly be battling internal teams who sometimes see compliance as a blocker. One part of the role is knowing you're building a robust defence for the organisation, making a tangible difference in protecting the assets and ensuring the team can operate globally with confidence. You're really shaping how the team do business safely. View
- Lead Outsourcing Strategist The Lead Outsourcing Strategist is responsible for defining and executing the strategy for multiple outsourced workstreams, which directly impacts the operational efficiency, cost base, and service quality. You'll sit at the intersection of the organisation units and external vendors, translating complex business needs into actionable outsourcing programmes and making sure they actually deliver. When this role is done well, the team see significant cost savings, smoother operations, and happier internal clients. When it's not, the team is stuck with underperforming vendors, budget overruns, and frustrated teams. The work can involve navigating constant change, internal politics, and sometimes tricky vendor relationships. One part of the role is seeing your strategic plans come to life and genuinely moving the needle for the business. View
- Lead Outsourcing Strategy Specialist The Lead Outsourcing Strategy Specialist is responsible for architecting and driving the most complex outsourcing programmes, which directly impacts the operational efficiency, cost base, and overall business agility. You'll work at the intersection of the internal business units, procurement, legal, and the strategic BPO vendors, translating high-level business needs into actionable, well-governed outsourcing solutions that deliver real value. When this role is done well, the team see significant, sustainable cost savings, improved service delivery, and robust vendor partnerships. When it's not, the team risk vendor lock-in, scope creep, and ultimately, a negative impact on the bottom line and customer experience. The work can involve navigating the internal politics and external vendor complexities to deliver consistent outcomes in a constantly evolving market. The reward is seeing your strategic vision come to life, knowing you've built something that genuinely makes the business better, and mentoring a team to do the same. View
- Lead Performance Management Specialist The Lead Performance Management Specialist is accountable for defining and executing the performance strategy for several key BPO client programmes. You'll lead a small team, turning raw operational data into findings people can use that directly impact the service levels and profitability. This means you're not just crunching numbers; you're figuring out how to make the BPO operations run smoother and deliver better for the clients. You'll work at the intersection of the Operations teams, Client Services, and even IT, translating complex data challenges into clear solutions that the managers can actually use to improve agent performance and client outcomes. When this role is done well, the team hit the SLAs, keep the clients happy, and find new ways to be more efficient, which ultimately means more revenue for the business. When it's not, the team risk client penalties, contract loss, and a lot of headaches for everyone. The work can involve navigating messy, fragmented data and often conflicting stakeholder priorities to deliver clear, impactful solutions. The reward is seeing your strategies directly improve how thousands of customer interactions are handled every day, making a tangible difference to both the agents and the clients. View
- Lead Service Level Management Architect As a Lead Service Level Management Architect, you'll be the strategic brain behind how the team actually meet the client promises in the Business Process Outsourcing world. Day-to-day, this means you're designing the frameworks, tools, and processes that underpin the service delivery, ensuring the team don't just 'hope' the team hit the SLAs, but the team has got a solid plan to do it. You'll work at the intersection of the Sales, Legal, and Operations teams, translating those complex contract clauses into clear, measurable, and achievable operational targets that the delivery centres can actually work with. When this role is done well, the team see happier clients, fewer penalty payouts, and a much smoother operation overall. it means the team keep the clients and grow the organisation. When it's not, the team is stuck in constant 'watermelon SLA' territory—looking green on paper but feeling red to the client—which leads to difficult conversations, service credits, and ultimately, losing business. The work can involve navigating the 'commitment vs. capability gap' and getting everyone on the same page, especially when client demands are always evolving. One part of the role is seeing your meticulously designed framework actually work in practice, delivering real value and building lasting client trust. View
- Lead Transformation Director The Lead Transformation Director is here to tackle the trickiest process problems and turn them into streamlined, automated, and genuinely efficient operations. You'll lead the charge on several concurrent, complex transformation programmes, making sure they align with the broader business goals and deliver real, measurable impact. This isn't a back-office job; you'll be front and centre, shaping how the team deliver services to the clients and how the teams actually work. Day-to-day, you'll be figuring out the 'how' for big strategic 'whats'. When this role is done well, the team see significant improvements in client satisfaction, substantial cost savings, and a much slicker operational setup. If it's not, the team risk losing clients, wasting investment on initiatives that go nowhere, and falling behind the competition. The challenge? Getting everyone on board, dealing with messy legacy systems, and proving the value of change in a world that often prefers the status quo. One part of the role is seeing your strategic vision come to life and genuinely transforming how a major BPO operation runs. View
- Lead Vendor Management Analyst The Lead Vendor Management Analyst defines and refines the vendor management processes and frameworks, ensuring the team get the best out of the BPO partners while keeping a tight lid on risk. Day-to-day, you'll be digging into performance data, leading complex negotiations, and guiding a small team of analysts. You'll work at the intersection of the operational needs and the strategic outsourcing goals, translating high-level business objectives into actionable vendor strategies that actually deliver. When this role is done well, the team see the BPO relationships run like clockwork, delivering consistent quality and value, often with significant cost savings. When it's not, the team is looking at missed SLAs, escalating costs, and potentially critical service disruptions. The work can involve balancing the relentless pressure for cost optimisation with the need to maintain robust, compliant, and high-quality services. One part of the role is seeing your frameworks adopted across the organisation and knowing you've directly improved how the team deliver services to the clients. View
- Manager, Outsourcing Change & Adoption The Manager, Outsourcing Change & Adoption, is responsible for directing the change management function across multiple large-scale BPO engagements. You'll build the capability within the team, ensuring the team has got the right people and processes to handle complex transitions. This role sits within the BPO strategy, translating big-picture outsourcing decisions into actionable, people-centric change plans that actually get adopted. When this role is done well, the outsourcing initiatives run smoother, the teams embrace new processes faster, and the team see the benefits quicker, meaning happier clients and more efficient operations. If it's not done well, the team is looking at project delays, user frustration, and potentially millions wasted on initiatives that never truly get off the ground. The work can involve navigating the politics, the resistance, and the sheer complexity of changing how entire functions operate across different organisations. One part of the role is seeing a major transformation successfully land, knowing you were key to making it happen, and watching your team grow under your leadership. View
- Manager, Partner Programmes & Operations As the Manager, Partner Programmes & Operations, you'll be the one setting the vision and strategy for how the team engage with the organisation Process Outsourcing partners. This isn't just about managing existing relationships; it's about building the frameworks, processes, and programmes that make the entire partner ecosystem tick, ensuring it truly supports the client commitments and growth ambitions. You'll oversee the full partner lifecycle, from how the team bring new partners on board to how the team measure their performance and help them grow. Your work directly shapes the organisational capability and service delivery. When you do this well, the team will see smoother operations, happier clients, and a significant boost in partner-driven revenue and cost efficiencies. If it's not done effectively, the team is looking at missed client SLAs, increased operational costs, and a general messiness in the partner engagements. This can involve balancing strategic programme design with the day-to-day operational realities of a complex BPO environment. One part of the role is seeing your programmes transform how the team deliver services and knowing you've built a scalable, robust partner ecosystem that genuinely drives the business forward. View
- Manager, Regional BPO Contracts The Manager, Regional BPO Contracts is responsible for overseeing the entire lifecycle of the organisation Process Outsourcing agreements across a specific region, which directly impacts the operational efficiency and bottom line. You'll sit squarely between the internal business units and the external BPO vendors, making sure contractual terms are met, risks are managed, and the team is always optimising for value. when this role is done well, the BPO operations hum along, costs are controlled, and the organisation units get the service they expect. When it's not, the team face service disruptions, cost overruns, and potentially damaging disputes with the partners. The work can involve balancing rigorous contract enforcement with fostering strong, productive vendor relationships, it's a tightrope walk, honestly. The reward is seeing your regional BPO strategy deliver tangible savings and improved service quality across a significant part of the business. View
- Manager, Service Level Management The Manager, Service Level Management, is responsible for defining, overseeing, and continuously improving how the team meet the service commitments across multiple client accounts. You'll be the bridge between the client contracts and the operational delivery teams, making sure everyone's on the same page about what 'good' looks like. When this role is done well, the clients are happy, the contracts are profitable, and the teams know exactly what they need to do. When it's not, the team risk client churn, financial penalties, and a whole lot of internal finger-pointing. The work can involve balancing client demands with operational realities and sometimes messy data. One part of the role is seeing your strategies translate directly into tangible client satisfaction and business growth. View
- Offshoring Program Manager The Offshoring Program Manager is responsible for the strategic oversight and successful delivery of the entire portfolio of offshoring initiatives. This means you'll be setting the direction, making sure individual projects line up with the wider business goals, and making sure the team don't just 'shift work' but 'shift smarter'. You'll sit within the global operations, translating the strategic vision into tangible, cost-effective, and high-quality offshore services that the organisation units rely on. When this role is done well, the team see significant cost savings, improved operational efficiency, and a genuinely robust global delivery model that gives the team a competitive edge. When it's not, the team is looking at budget overruns, frustrated internal teams, unhappy customers, and a lot of wasted effort. The work can involve juggling multiple complex programmes, managing expectations across the business, and keeping the offshore partners honest. One part of the role is seeing your strategic decisions directly impact the company's profitability and operational excellence, building a truly world-class global capability. View
- Outsourcing Governance Manager The Outsourcing Governance Manager is responsible for overseeing a portfolio of the key outsourcing contracts, making sure they run smoothly and deliver real value. You'll be leading a team of governance professionals, guiding them to keep the vendors honest and the internal teams happy. This role sits within the operations, translating strategic outsourcing decisions into day-to-day reality and making sure the team is getting the money's worth. When you do this job well, the team save money, the services are rock-solid, and the team sleep better knowing the risks are managed. If it's not done well, the team is looking at missed targets, unhappy customers, and potentially significant financial losses or compliance headaches. This can involve balancing the needs of the internal business units with what the vendors can actually deliver, all while keeping an eye on the bottom line. One part of the role is you'll be directly shaping how the team operate, seeing the tangible impact of well-managed partnerships on the entire business. It's about turning complex contracts into clear, measurable success. View
- Senior BPO Transition Manager The Senior BPO Transition Manager is all about making sure the clients' operations seamlessly move over to the outsourced teams. You'll lead specific chunks of these complex transitions, ensuring that what the team promise in the contract actually happens on the ground. This role sits within the delivery model, connecting the sales teams, the client's operational staff, and the global BPO centres. When you do this well, clients see real value, the team hit the service levels, and the reputation grows. If it goes wrong, well, that means unhappy clients, missed targets, and a lot of headaches for everyone involved. This can involve navigating the inevitable surprises and getting everyone to pull in the same direction. One part of the role is seeing a complex operation go live without a hitch and knowing you made it happen. View
- Senior Commercial Manager The Senior Commercial Manager is responsible for owning specific, complex BPO deal cycles from start to finish. You'll be the one translating a client's often vague problems into a concrete, commercially viable solution that the operations team can actually deliver. This role directly impacts the revenue and profitability, acting as the bridge between client needs and the service capabilities. Day-to-day, you'll sit right at the intersection of the Sales, Solutions, and Operations teams, making sure everyone's on the same page about what the team is selling and what it'll take to deliver. You'll take raw client requirements and shape them into proposals, pricing models, and contracts that make sense for everyone involved. When you do this well, the team win profitable, long-term deals, and clients get genuine value, often transforming their own operations. If it's not done right, the team end up with unprofitable contracts, unhappy clients, and a lot of headaches for the delivery teams. The work can involve balancing aggressive growth targets with the nitty-gritty details of operational reality and financial viability. One part of the role is seeing a huge, complex deal come together, knowing you were central to making it happen and seeing the client's business genuinely improve. View
- Senior Global BPO Manager The Senior Global BPO Manager is all about owning and improving specific workstreams within the broader BPO operations. You'll lead projects to make things more efficient, whether that's cutting down on errors or speeding up how the team deliver services. This role sits within the service delivery, bridging the gap between what clients need and what the operational teams actually do. You'll be taking complex problems, breaking them down, and then building practical, working solutions. When you do this well, the clients get better service, the team save money, and the teams feel less bogged down by clunky processes. Get it wrong, and the team risk unhappy clients, missed SLAs, and a lot of wasted effort. This can involve getting everyone on the same page, especially when you're dealing with teams in different time zones and with different ways of working. But the reward? You get to genuinely transform how the team operate, seeing your ideas go from whiteboard to real-world impact. it's pretty satisfying when a process you've redesigned starts humming along smoothly. View
- Senior Governance Framework Manager The Senior Governance Framework Manager is responsible for leading the development and implementation of specific elements within the broader governance framework. This means you'll be designing, building, and refining the processes and controls that keep the team compliant and the operations sound, especially within the organisation Process Outsourcing (BPO) services. You'll work at the intersection of regulatory requirements, client mandates, and the day-to-day operational realities, translating complex rules into practical, workable solutions that the teams can actually use. When you do this job well, the clients trust the team more, the operations run smoother, and the team avoid costly fines or reputational damage. When it's not done well, the team risk non-compliance, unhappy clients, and a lot of headaches for the wider business. The work can involve often getting everyone on the same page and making sure the frameworks are both comprehensive and practical. The reward is seeing your work directly contribute to the stability and success of the BPO operations, knowing you've built something robust that really protects the team. View
- Senior Governance Specialist The Senior Governance Specialist is responsible for designing, implementing, and overseeing the control frameworks that keep the BPO operations compliant and secure. You'll lead specific governance workstreams, making sure the processes meet client requirements and regulatory standards. Day-to-day, this means you're at the intersection of operational delivery and compliance, translating complex regulations into practical, actionable controls that the teams can actually follow. When you do this job well, the clients trust the team more, the team pass audits successfully, and the team avoid costly penalties or reputational damage. If it's not done right, the team could face significant fines, lose clients, or find ourselves in deep trouble with regulators. This can involve balancing strict compliance with the need for efficient operations, it's a constant push and pull. One part of the role is knowing you're protecting the business and the clients, building a truly resilient and dependable service. View
- Senior Innovation Director The Senior Innovation Director is responsible for designing, building, and implementing innovative solutions that genuinely transform the clients' business processes. you're here to make things better, faster, and smarter for them, which directly impacts the BPO's ability to deliver value and secure new business. You'll sit squarely at the intersection of client problem-solving and cutting-edge technology, translating complex operational challenges into practical, automated, or optimised workflows that the BPO operations can actually run. When you do this well, the clients see real cost savings, better service, and the team win more contracts because the team is seen as a true partner, not just a service provider. If you don't, the team risk falling behind competitors and losing client trust. This can involve navigating legacy systems and internal client politics, often convincing people that change, even for the better, is worth the effort. One part of the role is seeing your designs go live and knowing you've made a tangible difference to how a major organisation operates. View
- Senior Outsourcing Governance Specialist The Senior Outsourcing Governance Specialist leads complex governance activities, making sure the key outsourcing partners are hitting their targets and living up to their contractual promises. You'll be the main point of contact for some critical vendor relationships, handling the tricky bits and making sure everything runs smoothly. This role sits within the operations, bridging the gap between the internal teams and the external service providers. You'll translate the organisation needs into clear vendor expectations and then hold them accountable, which directly impacts the operational efficiency and the bottom line. When you do this well, the outsourced services hum along, the internal teams are happy, and the team get real value for money. If it's not done properly, the team end up with missed SLAs, unhappy customers, and potentially significant financial losses. The challenge? It's often about navigating complex vendor relationships, dealing with messy data, and sometimes, being the bearer of bad news. One part of the role is seeing tangible improvements in service delivery and knowing you've saved the company a decent chunk of cash or averted a major headache. View
- Senior Outsourcing Manager The Senior Outsourcing Manager is responsible for leading and owning specific outsourced business processes, ensuring they hit their targets and deliver real value to the company. You'll be the bridge between the internal teams and the external partners, making sure everyone's on the same page and that the work gets done right. You're not just overseeing; you're actively shaping how these outsourced functions operate, always looking for ways to make them better. When you do this well, the outsourced operations run smoothly, costs are under control, and the internal teams get the support they need without a hitch. If things go wrong, though, it can mean missed deadlines, unhappy clients, and unnecessary costs. This can involve juggling multiple vendor relationships, internal demands, and those inevitable curveballs that pop up. it's a bit like being a conductor for an orchestra where half the musicians are in a different country. One part of the role is seeing tangible improvements, saving the company a decent chunk of cash, and building rock-solid relationships that actually deliver. View
- Senior Performance Analyst The Senior Performance Analyst is here to lead the charge on improving how the BPO operations run. You'll own entire analytical workstreams, digging into performance data to spot issues, figure out the root causes, and then design solutions that actually make a difference. This directly impacts the client Service Level Agreement (SLA) attainment, the overall efficiency, and ultimately, the bottom line. Day-to-day, you'll sit within the operational teams and the data experts. You'll take raw, often messy, operational data and turn it into clear, findings people can use that the managers can use to make better decisions. When this role is done well, the team hit the client targets, the teams are more efficient, and the clients are genuinely happy. If it's not, the team risk missing SLAs, incurring penalties, and losing client trust. This can involve navigating complex data environments and constantly shifting client priorities while keeping your analytical integrity intact. One part of the role is seeing your recommendations lead to real, measurable improvements, whether that's reducing Average Handle Time (AHT) or boosting First Call Resolution (FCR) for a major client. You'll genuinely make a tangible difference to how the team operate. View
- Senior Strategic Sourcing Manager The Senior Strategic Sourcing Manager is responsible for leading complex sourcing projects within the organisation Process Outsourcing (BPO) categories, which directly impacts the operational efficiency and bottom line. You'll work at the intersection of the organisation units and the external BPO market, translating internal needs into clear requirements for providers and then securing the best possible terms. When this role is done well, the team get good BPO services at competitive prices, the operations run smoothly, and the internal teams can focus on core business. When it's not, the team risk overpaying for services, facing operational disruptions, or getting stuck with underperforming partners. The work can involve balancing cost reduction with service quality and managing the often-conflicting needs of various internal teams. The reward is seeing your negotiated deals directly improve the organisation performance and help the team stay competitive in a fast-moving market. View
- Senior Vendor Manager The Senior Vendor Manager is responsible for leading and optimising a portfolio of strategic vendor relationships that are absolutely essential to the organisation Process Outsourcing operations. You'll spend your days making sure these vendors deliver on their promises, finding ways to get more value out of the agreements, and tackling any issues that pop up. This role sits within the BPO service delivery, acting as the crucial link between the internal teams and the external partners. When you do this job well, the BPO services run like clockwork, costs are kept in check, and the clients are happy because the team is delivering consistent, high-quality work. If things go wrong, though, the team could see service disruptions, unhappy clients, and even financial penalties, which no one wants. This can involve balancing aggressive cost targets with the need for innovation and maintaining those strong vendor relationships. The reward, on the flip side, is seeing your strategic decisions directly improve the BPO capabilities and bottom line, making a tangible difference to how the team operate. View
- Service Level Manager The Service Level Manager is all about making sure the team hit the promises to clients, every single time. You'll be directing the entire Service Level Management (SLM) function for a big chunk of the client portfolio, which directly impacts client satisfaction and the reputation and revenue. You'll sit within the operations and client relationships, translating what clients expect into clear targets for the teams and then making sure the team actually deliver. When this role is done well, clients are happy, the teams know what's expected, and the team avoid costly penalties. When it's not, the team risk losing clients, paying out service credits, and creating a lot of internal headaches. The challenge? Balancing client demands with operational realities and making sure your team has what they need to succeed. One part of the role is seeing a complex BPO operation run like a well-oiled machine, and knowing you're the one who made it happen. View
- Transition Programme Manager As the Transition Programme Manager Manager, you're essentially the conductor of an orchestra, ensuring all the different instruments (teams, processes, technologies) play in harmony during complex BPO transitions. You'll be responsible for setting the strategic direction for transition programmes, building the capability of your team, and ultimately owning the P&L for your function. You'll work closely with senior leadership, client executives, and industry bodies to shape the transition methodologies and ensure the team is delivering best-in-class services. This role sits within the value proposition, bridging the gap between client needs and the operational capabilities. You'll translate strategic objectives into actionable plans, manage risks, and drive continuous improvement throughout the transition lifecycle. When done well, this role leads to significant cost savings for the clients, improved service delivery, and enhanced client retention. When it's not, the team risk project delays, budget overruns, and dissatisfied clients. The work can involve juggling multiple complex projects simultaneously, each with its own unique set of challenges and stakeholders. You'll need to be a master of communication, negotiation, and problem-solving to keep everyone aligned and on track. The reward is seeing your team succeed in delivering transformative solutions for the clients, knowing that you've played a key role in driving their business forward. View
Level 6 jobs · 14
- Chief Shared Services Officer The Chief Shared Services Officer Manager is here to lead and transform a significant part of the shared services organisation. You'll be the one steering the ship, making sure the internal operations—things like finance, HR, and IT support—run like clockwork, but also that they're constantly getting better and smarter. This directly impacts the bottom line, the client satisfaction, and how quickly the team can grow. You'll sit squarely at the intersection of strategic business goals and day-to-day operational reality, translating big-picture ideas into actionable plans that actually deliver. When you do this job well, the organisation units and external clients get good service, costs come down, and the people feel supported by efficient, modern processes. When it's not done well, well, things get messy: costs spiral, service levels drop, and the team risk losing clients and talent. The big challenge is balancing the need for rock-solid, consistent operations with the constant pressure to innovate and cut costs. It's a tightrope walk, to be honest. But here's the opportunity: you get to build something truly impactful. You'll see your strategic decisions translate into tangible improvements, making a real difference to how the entire company functions. You'll be a key player in the growth story, not just a bystander. View
- Director of Contract Management, Business Process Outsourcing The Director of Contract Management is responsible for setting the strategy and leading the execution of all contract-related activities for a major business unit within the BPO organisation. You'll make sure the contracts aren't just legally sound, but commercially smart, profitable, and enforceable. This role sits within the operations and client relationships, translating the service offerings into clear, binding agreements. When this role is done well, the team see fewer disputes, higher client satisfaction, and a healthy bottom line. When it's not, the team is looking at lost revenue, unhappy clients, and potentially costly legal battles. The work can involve balancing aggressive sales targets with realistic operational capabilities and ever-changing regulatory landscapes. One part of the role is you get to build a high-performing team and directly influence the financial success and strategic direction of a significant part of the business. View
- Director of Global Outsourcing The Director of Global Outsourcing is responsible for setting the vision and strategy for the entire outsourcing function within a significant part of the business, or even across a whole region. You'll literally own the P&L for outsourced services, making sure the team is getting real value for every pound spent. This isn't just about managing contracts; it's about building a robust, resilient, and high-performing ecosystem of external partners that genuinely helps the team hit the organisation goals. Day-to-day, you'll be driving big-picture decisions on vendor selection, contract negotiation, and how the team actually measure success. You'll work at the intersection of the internal business units and the external service providers, making sure everyone's pulling in the same direction. When this role is done well, the outsourced operations run like a well-oiled machine, delivering good service whilst keeping costs in check. When it's not, you're looking at service disruptions, spiralling costs, and unhappy internal clients. The work can involve balancing cost efficiency with service quality and managing complex relationships across different cultures and time zones. One part of the role is seeing your strategic decisions directly impact the bottom line and improve how the team serve the customers. View
- Director, BPO Operations The Director, BPO Operations is here to make sure a major service line (think a whole segment of the organisation, like Finance & Accounting or Customer Experience) doesn't just meet targets, but absolutely smashes them. You'll own the overall P&L for your area, meaning you're accountable for both revenue coming in and costs going out. This role is about setting the strategic direction for your operational teams, making sure they've got the right people, processes, and tech to deliver exceptional service, day in, day out. you're the linchpin between the clients' high expectations and the operational teams on the ground, often across different geographies. You'll need to transform how the team work, always looking for smarter, more efficient ways to get things done, usually through automation or process re-engineering. When you do this well, the team keep the clients for years, grow the organisation, and the teams feel empowered. If it's not done well, the team lose clients, miss financial targets, and the reputation takes a hit. The challenge? It's a constant balancing act between cost, quality, and speed, all while dealing with ever-changing client demands. One part of the role is seeing your strategic decisions translate into tangible business growth and a truly high-performing team. View
- Director, Contract Management & Negotiation The Director, Contract Management & Negotiation, is here to own the entire contract lifecycle, from initial negotiation strategy right through to ongoing management and renewal across the BPO portfolio. You'll be the one making sure every deal the team sign actually delivers value, mitigates risk, and supports the long-term business goals. This role isn't just about individual deals; it's about building the system that makes all the deals better. Day-to-day, you'll be steering your team through complex negotiations, setting the standards for how the team approach new clients and existing partnerships. You're the one who translates high-level business objectives into concrete contractual terms, making sure the operational teams can actually deliver what the team has promised. When this role is done well, the team see significant cost savings, reduced legal exposure, and smoother client relationships. If it's not, the team is looking at potential legal disputes, missed revenue, and operational headaches that can cost the team millions. The challenge? It's balancing aggressive sales targets with the need for robust risk management, often with tight deadlines and competing internal priorities. One part of the role is seeing your strategic frameworks directly impact the bottom line and knowing you've built a resilient foundation for the business. View
- Head of Outsourcing Contracts & Vendor Governance, BPO The Head of Outsourcing Contracts & Vendor Governance sets the overarching strategic vision for all outsourcing contracts, vendor relationships, and third-party risk management across the entire organisation. You'll ensure the external partnerships are not just compliant, but genuinely drive competitive advantage and operational excellence. This means you're at the intersection of enterprise strategy, operational delivery, and financial performance, translating high-level business objectives into robust, enforceable, and value-driven contractual frameworks. you're the last line of defence against bad deals and the chief architect of good ones. When this role is done well, the team see significant cost efficiencies, vastly improved service delivery from the partners, and a rock-solid defence against third-party risks. The board sleeps easier, knowing the critical outsourced functions are secure and performing. When it's not, the team is talking about multi-million-pound liabilities, major operational disruptions, regulatory fines, and reputational damage. The work can involve immense: balancing aggressive cost targets with robust risk management and fostering genuine, productive vendor partnerships. One part of the role is seeing your strategic vision translate into tangible, enterprise-wide impact, directly contributing to the bottom line and market position. View
- Head of Service Level Management, BPO Client Group The Head of Service Level Management for a BPO Client Group is responsible for setting the strategic direction and overseeing the execution of all service level agreements across a portfolio of the most important clients. You'll be the ultimate owner of service performance, making sure the team deliver on the promises and keep the clients happy—and critically, keep them with the team. This role sits right at the intersection of client relationship management, operational delivery, and financial performance, acting as the crucial bridge between what the team has promised in contracts and what the teams actually deliver day-to-day. When you get this right, the clients stick around, they expand their business with the team, and the BPO operations run like a well-oiled machine, hitting targets and avoiding painful penalties. Get it wrong, and the team is looking at unhappy clients, hefty service credits, and potentially losing significant revenue. The challenge? It's balancing client demands with operational realities, often with tight margins. One part of the role is seeing your strategic vision translate into tangible client success and a thriving business unit. View
- Outsourced Services Coordinator Manager The Outsourced Services Coordinator Manager owns a portfolio of outsourced services, leading a team of coordinators to make sure the external partners hit their targets and deliver real value. You'll be setting the direction for how the team manage specific vendor relationships, ensuring everything from contract adherence to service quality is spot on. This role directly impacts the operational costs and the quality of service the internal teams and end-customers receive. Day-to-day, you're at the intersection of the internal business units and the external service providers. You'll translate what the organisation needs into clear deliverables for vendors, then make sure they actually deliver. When this role is done well, the team see significant cost savings, smoother operations, and happier internal clients. When it's not, well, things get messy, costs spiral, and the service quality takes a hit. The work can involve balancing the often-conflicting priorities of internal stakeholders with the commercial realities and capabilities of the vendors. You'll need to navigate complex contracts and sometimes difficult conversations. One part of the role is building a high-performing team and seeing your strategic decisions directly improve the organisation’s bottom line and operational efficiency. View
- Outsourcing Specialist Manager The Outsourcing Specialist Manager is here to set the strategic vision and make sure the organisation process outsourcing actually works for the team, not against the team. You'll be looking after a big chunk of the external operations, probably worth anywhere from £500K to £2M, making sure the team is getting good service and real value. Day-to-day, that means guiding your team, sorting out big-picture vendor issues, and making sure the outsourcing strategy supports the wider business goals. This role sits within the operational efficiency. You're the bridge between what the business needs and what the external partners deliver. If you do this well, the team save money, get better quality, and free up the internal teams to focus on core business stuff. Mess it up, and the team is looking at missed SLAs, unhappy customers, and a lot of wasted cash. This can involve balancing cost, quality, and risk across multiple, often complex, vendor relationships. The reward, honestly? Seeing your team grow, watching processes improve dramatically, and knowing you've genuinely made a huge difference to the bottom line. View
- Principal BPO Transition Consultant The Principal BPO Transition Consultant is here to design, refine, and lead the most complex and strategic BPO transition programmes the team undertake. You're not just executing; you're defining *how* the team execute at an enterprise level. This role directly impacts the P&L and reputation by ensuring the largest, most challenging client transformations are not just successful, but set new benchmarks for efficiency and client satisfaction. Day-to-day, you'll be at the intersection of pre-sales solutioning, methodology development, and hands-on programme oversight. You'll translate high-level client needs and the sales promises into actionable, robust transition plans that the delivery teams can actually follow. If you get this right, the team win big deals, retain clients for decades, and build a reputation as the go-to partner for complex outsourcing. If you get it wrong, the team face significant financial penalties, lose client trust, and damage the market standing. This can involve navigating immense organisational complexity, often across multiple client departments and the own global delivery centres, all while dealing with multi-year horizons. One part of the role is seeing your strategic designs come to life, transforming entire client operations, and building a world-class transition capability within the organisation. It's about leaving a lasting mark. View
- Principal Service Delivery Strategy Manager The Principal Service Delivery Strategy Manager is here to set the vision and build the capability for a critical part of the global service delivery. You'll own a significant strategic pillar, think the entire automation roadmap or how the team design new operating models for major clients, and make sure it actually delivers. You'll work at the intersection of the overall business strategy and the nitty-gritty of how the team operate, translating big ideas into actionable plans that the delivery teams can actually run with. When this role is done well, the team is not just meeting client expectations; the team is exceeding them, finding new ways to deliver value, and staying ahead of the competition. If it's not, the team risk losing market share, seeing client churn, and missing out on crucial efficiency gains. The work can involve getting everyone on the same page and making sure the grand plans survive contact with reality. One part of the role is seeing your strategic blueprint transform how the team operate globally and directly impact the bottom line. View
- Vendor Management Assistant Manager The Vendor Management Assistant Manager is responsible for overseeing a portfolio of the key BPO vendor relationships and leading a small team of Vendor Management Specialists. You'll ensure the external partners consistently meet their service level agreements (SLAs) and deliver the quality the team expect, which directly impacts the operational efficiency and, ultimately, the bottom line. You'll work at the intersection of the internal business units and the BPO providers, translating strategic objectives into clear vendor deliverables and making sure everyone's on the same page. When this role is done well, the BPO operations run smoothly, costs are optimised, and the internal teams trust the vendors implicitly. When it's not, the team face service disruptions, cost overruns, and unhappy customers—which, let's be real, nobody wants. The work can involve balancing the need to drive tough commercial negotiations with building genuinely collaborative, long-term partnerships. One part of the role is seeing your team grow, watching the BPO partners innovate on the behalf, and knowing you've significantly contributed to the company's operational excellence. View
- VP of Global Business Services The VP of Global Business Services is here to set the strategic direction and own the operational performance for a key department within the BPO offering. You'll be accountable for delivering on client commitments, driving efficiency, and making sure the team is always looking for better ways to do things. In practice, this means you're the one who decides where the team invest the time and money to keep the clients happy and the organisation growing. This role sits within the service delivery, connecting the strategic goals with the day-to-day work of the global teams. You're essentially the architect of how the team scale, how the team innovate, and how the team keep the promises. When you do this well, the clients see real value, the teams feel empowered, and the bottom line looks healthy. If it's not done well, the team risk losing clients, burning out the people, and failing to meet the growth targets. The challenge? Balancing client demands with operational realities, all while navigating a constantly changing market. One part of the role is seeing your vision come to life in tangible improvements for both the clients and the organisation. View
- VP, Head of Business Transformation & Transitions The VP, Head of Business Transformation & Transitions defines and drives the strategic vision for all business transformation and outsourcing transitions across the entire organisation. You'll be the one setting the 3-5 year roadmap, ensuring the BPO capabilities aren't just good, but truly market-leading and future-proof. This means you'll spend your days influencing executive board decisions on major outsourcing deals, shaping the market positioning, and making sure the transformation efforts directly translate into significant P&L growth and operational efficiency. When you get this right, the organisation becomes a leaner, more agile, and more profitable machine, capable of winning bigger, more complex deals. If you don't, the team risk falling behind competitors, losing market share, and failing to deliver on the promises to investors. The challenge? Getting everyone, from the board to frontline teams, aligned on a single, ambitious vision, especially when change can feel disruptive. One part of the role is seeing your strategic blueprint come to life, transforming a multi-million pound business, and genuinely influencing the future of the BPO industry. View
Level 7 jobs · 27
- Director / VP, Vendor Management (Business Process Outsourcing) The Director / VP, Vendor Management (Business Process Outsourcing) is responsible for defining and driving the entire BPO vendor strategy, which directly impacts the operational resilience, cost efficiency, and ability to scale globally. You'll sit at the intersection of the C-Suite, business unit leaders, and the critical BPO partners, translating overarching company goals into actionable vendor programmes and ensuring they deliver. When this role is done well, the team is getting world-class service, the costs are optimised, and the risks are buttoned down. When it's not, the team is bleeding money, the operations are a mess, and the reputation takes a hit. The work can involve balancing aggressive cost targets with maintaining service quality and managing complex global relationships. The reward is seeing your strategic vision transform how the team operate and deliver for the customers. View
- Director of BPO Operations The Director of BPO Operations is responsible for defining and executing the operational strategy for a major business unit or client portfolio. You'll oversee multiple service delivery teams, ensuring the team meet—and ideally exceed—the client commitments while constantly looking for ways to make things better and more profitable. You're at the sharp end, translating the overall business goals into tangible operational plans that your teams can deliver. When this role is done well, the clients are thrilled, the teams are performing efficiently, and the team is growing the service offerings. If it's not, the team risk losing key clients, damaging the reputation, and missing out on significant revenue. The challenge? Balancing client demands, internal resources, and market changes, often with tight margins. One part of the role is seeing your strategic vision come to life, impacting hundreds of people and millions of pounds in revenue, and truly shaping the future of the BPO services. View
- Director of BPO Transformation The Director of BPO Transformation is responsible for defining and executing the strategic transformation roadmap across a significant portion of the BPO business, often spanning multiple service lines or geographical regions. You'll lead a team of specialists and architects, making sure the transformation programmes deliver tangible, measurable improvements for the clients and the bottom line. This role sits at the intersection of client strategy, operational delivery, and technological innovation, translating complex business challenges into actionable, large-scale transformation initiatives that genuinely change how the team operate. When this role is done well, the team see substantial improvements in client satisfaction, significant cost savings, and a real competitive edge in the market. if it's not done well, the team risk falling behind competitors, losing clients, and missing out on crucial growth opportunities. The work can involve navigating complex client demands, internal resistance, and the sheer scale of change required, all whilst keeping an eye on the bigger picture. The reward, however, is seeing your vision come to life, transforming entire business units, and making a lasting impact on the organisation and the clients' success. View
- Director of Governance & Compliance The Director of Governance & Compliance is responsible for defining and driving the entire governance and compliance strategy across the Business Process Outsourcing organisation. You'll oversee the design, implementation, and continuous improvement of all frameworks that ensure the team meet regulatory obligations, client contractual demands, and the own high standards for operational integrity. Essentially, you're the one making sure the team play by the rules, protect the clients' data, and manage the risks effectively, which directly impacts the reputation and bottom line. This role sits right at the top, bridging the gap between executive strategy, client demands, and operational reality. You'll translate complex legal and regulatory requirements into practical, actionable controls that the operational teams can actually follow. When you do this well, the team avoid hefty fines, keep the clients happy, and win new business because the team is seen as a trusted partner. Get it wrong, and the team could face significant penalties, lose major clients, and damage the standing in the market. The challenge? It's a constantly moving target. Regulations change, clients have unique demands, and the operations are vast and complex. You'll need to build a framework that's robust yet adaptable. One part of the role is immense: you'll be instrumental in protecting the company's future, fostering a culture of integrity, and truly making a difference to how the team deliver services globally. View
- Director of Service Delivery & Performance The Director of Service Delivery & Performance is responsible for shaping the enterprise-wide service delivery strategy and overseeing the entire performance management framework. You'll make sure the team is not just meeting client SLAs, but actually exceeding expectations and driving operational excellence across multiple client portfolios. You'll sit right at the intersection of the overall business strategy and day-to-day operations, translating the big-picture goals into actionable performance targets and making sure the team hit them. you're the one who ensures the promises to clients actually get delivered, consistently and profitably. When this role is done well, the team see significant reductions in operational costs, happier clients who stick around longer, and a real competitive edge in the market. When it's not, the team is looking at missed targets, unhappy clients, hefty service credits, and a damaged reputation. The work can involve balancing client demands with operational realities, often having to make tough calls that impact multiple teams. One part of the role is seeing your strategic vision translate into tangible improvements that genuinely transform the organisation and keep the clients coming back. View
- Director of Vendor Management The Director of Vendor Management sets the enterprise-wide strategy for how the team deal with all the BPO partners. You'll oversee the entire lifecycle, from picking the right vendor to making sure they perform, and ultimately, getting the best possible outcome for the organisation. This role sits within the operational delivery, shaping how the team scale and innovate through external relationships. When you do this well, the team is saving millions, mitigating huge risks, and the BPO partners are actually helping the team innovate and grow. If it's not done right, the team is looking at spiralling costs, service failures, and potentially serious compliance issues that could hit the headlines. The challenge? You're juggling high-stakes negotiations, managing complex global relationships, and often pushing back on internal teams who want to do things their own way. One part of the role is seeing your strategic vision actually transform how the team operate and deliver for the customers, making a tangible difference to the bottom line and the market position. View
- Director of Vendor Management (BPO) The Director of Vendor Management (BPO) defines and owns the enterprise-wide strategy for how the team work with all the organisation Process Outsourcing suppliers. You'll be driving multi-year transformation programmes, ensuring the external partners don't just deliver on time, but also bring innovation and real strategic value. This role directly impacts the operational efficiency, the cost base, and the ability to adapt quickly to market changes. When it's done well, the team is seen as a leader in BPO, getting cutting-edge services at the right price, with minimal risk. If it's not, the team face service disruptions, spiralling costs, and a real hit to the reputation. The work can involve balancing relentless cost pressure with the need for quality and innovation, all while managing complex global supplier networks and navigating internal politics. One part of the role is seeing your strategic partnerships deliver tangible business value, building a high-performing team, and genuinely influencing the company's future direction. View
- Director, Enterprise Transformation As a Director of Enterprise Transformation, you're here to define and drive the multi-year transformation strategy for a significant chunk of the BPO business, think a whole service line or a major client portfolio. You'll be the one charting the course for how the team use automation, AI, and new operating models to deliver better, faster, and cheaper services. This role sits right at the intersection of the strategic vision and operational reality, translating big ideas into actionable, large-scale programmes. If you do this well, the team will see significant improvements in the P&L, happier clients, and a more agile, competitive business. Get it wrong, and the team is looking at missed market opportunities, unhappy clients, and potentially millions in wasted investment. This can involve navigating complex organisational politics and entrenched ways of working while keeping a laser focus on tangible outcomes. One part of the role is seeing your vision come to life and genuinely transforming how a major BPO player operates on a global scale. View
- Director, Global BPO Operations The Director, Global BPO Operations, is here to define and execute the strategic vision for the BPO business unit. You'll be driving enterprise-wide transformation, ensuring the global delivery centres are not just efficient but also innovative and future-ready. This role directly impacts the P&L, client retention, and the ability to grow and adapt in a constantly changing market. Day-to-day, that means you're at the intersection of strategic planning and operational reality. You'll translate the organisation’s long-term goals into actionable BPO programmes, making sure the services are not only meeting but exceeding client expectations. When you do this well, the team is growing, the clients are happy, and the teams are thriving. If it goes poorly, the team is looking at significant financial losses, client churn, and a damaged reputation. The challenge? You're juggling board-level expectations, demanding clients, and the complexities of managing diverse global teams. One part of the role is seeing your strategic decisions come to life, transforming how the team deliver services and truly moving the needle for the business. View
- Director, Global Contract & Vendor Management, BPO The Director, Global Contract & Vendor Management, BPO, leads the entire approach to managing outsourcing contracts and vendor relationships on a global scale. you're the one making sure the team get what the team pay for—and more—from the BPO partners, while keeping the clients happy. You'll be setting the rules, building the teams, and making sure the contract management practices are truly world-class, not just 'good enough'. This role sits within the commercial operations, bridging the gap between the strategic growth ambitions and the day-to-day reality of service delivery. You'll translate high-level business goals into actionable contract terms and governance models that drive performance and mitigate risk. When this role is done well, the team see significant cost efficiencies, improved service quality, and genuinely innovative solutions from the BPO partners. When it's not, the team is looking at missed targets, unhappy clients, and potentially millions in lost value or legal headaches. This can involve balancing aggressive commercial terms with sustainable vendor relationships, all while navigating complex global regulations and internal politics. One part of the role is seeing your strategic vision transform how the team operate, directly impacting the bottom line and market position. View
- Director, Global Delivery Strategy The Director, Global Delivery Strategy is responsible for shaping the entire global delivery footprint and operational strategy across a significant business unit or service line. You'll set the multi-year vision for how the team deliver services, making sure the team is not just efficient but also market-leading and ready for what's next. This means looking at everything from where the team put the people to what technology the team use and how the team structure the deals with clients. Day-to-day, you'll be the person connecting the dots between market trends, client demands, and the internal capabilities. You'll translate high-level business goals into concrete, actionable delivery models, often involving complex trade-offs between cost, quality, and speed. If you get this right, the team will see significant improvements in the P&L, happier clients, and a stronger competitive edge. If you get it wrong, the team could be stuck with outdated models, losing clients, and struggling to attract the right talent. This can involve navigating constant change—geopolitical shifts, new tech, and evolving client expectations. You'll need to make tough calls with incomplete information, often with significant financial implications. One part of the role is seeing your strategic vision come to life, transforming how a large, global organisation operates and truly making an impact on thousands of employees and countless clients. View
- Director, Global Outsourcing Contracts, BPO As the Director, Global Outsourcing Contracts, BPO, you'll shape the entire strategy for how the team manage the outsourcing deals worldwide. This means you're not just looking at individual contracts, but the whole ecosystem of the BPO relationships, making sure they're robust, compliant, and actually deliver what the business needs. You'll be the one building the frameworks and leading the teams that keep the team safe and successful with the external partners. Truth is, you sit right at the intersection of Legal, Finance, Operations, and the external BPO vendors. You'll be translating complex business needs into watertight contractual agreements, and then making sure those agreements are actually honoured. If you do this well, the operations run smoothly, the costs are controlled, and the risks are managed. If it goes wrong, the team could face huge operational disruptions, massive financial penalties, or even reputational damage. The work can involve immense: you're dealing with high stakes, complex international laws, and often conflicting internal and external priorities. But the reward? You get to build a world-class outsourcing function, directly influencing the organisation’s global footprint and bottom line. You'll see your strategic decisions play out on a global scale, which is pretty satisfying. View
- Director, Global Outsourcing Governance The Director, Global Outsourcing Governance, is here to define and drive the overarching strategy for how the team manage all the outsourced services across the globe. This means you'll be building and overseeing the frameworks that ensure the third-party partners deliver value, meet their obligations, and don't expose the team to unnecessary risks. You'll sit right at the top of the organisation Process Outsourcing department, shaping how the team interact with every single vendor, from contract negotiation to daily performance. When this role is done well, the team see millions in cost savings, a significant reduction in operational and reputational risk, and a noticeable uplift in the quality and reliability of services delivered by the partners. When it's not, the team is looking at major service disruptions, regulatory fines, and potentially significant financial losses. The work can involve keeping a vast, complex vendor landscape aligned with the rapidly changing business needs and external regulations. One part of the role is you get to build a world-class governance function from the ground up, seeing your strategic decisions directly impact the company's bottom line and operational resilience. View
- Director, Global Supplier Relationship Management The Director, Global Supplier Relationship Management, is here to drive multi-year transformation across the entire Business Process Outsourcing landscape. You'll define the strategy for how the team partner with the most critical BPO providers, making sure they deliver not just on cost, but on quality, innovation, and long-term value. This role sits within the operational strategy, influencing everything from customer experience to the bottom line. if you do this well, you'll see a tangible improvement in the operational efficiency, a reduction in enterprise risk, and a real boost in the ability to adapt to market changes. Get it wrong, and the team is looking at significant operational disruptions, spiralling costs, and a real hit to the reputation. This can involve balancing aggressive cost targets with maintaining strong, collaborative relationships. One part of the role is seeing your strategic vision actually come to life, transforming how the team operate globally. View
- Director, Global Transition & Transformation The Director, Global Transition & Transformation, is here to define and drive the overarching strategy for how the team bring new clients onto the BPO platforms and how the team evolve existing services. You'll lead a substantial global team, ensuring every transition—from a small process shift to a multi-country operational overhaul—is delivered smoothly, on budget, and critically, profitably. This role sits within the client success and growth strategy, directly impacting the market reputation and bottom line. When this role is done well, the team not only retain clients but also win new ones because of the proven ability to deliver complex change. When it's not, the team risk client churn, significant financial losses, and damage to the brand. The work can involve immense: balancing global standardisation with local nuances, managing huge budgets, and navigating complex client politics across different time zones. One part of the role is seeing massive, tangible transformations come to life and knowing you've built a world-class capability that truly sets the team apart. View
- Director, Service Delivery & Performance The Director, Service Delivery & Performance is responsible for shaping and executing the entire service delivery strategy across a significant business unit. You'll be the architect of how the team run things, making sure the contractual promises aren't just met, but consistently exceeded, keeping the clients happy and the revenue healthy. This role sits within the client relationships and operational efficiency, translating high-level business goals into concrete, measurable service standards that the teams can actually deliver. When you do this well, the team will see happier clients, fewer penalties, and a stronger reputation in the market, which means more business. If it's not done well, the team is looking at client churn, hefty fines, and a lot of frantic firefighting. The work can involve balancing client demands with operational realities, often with tight margins. One part of the role is seeing your strategic vision come to life, transforming how the team operate, and knowing you've built a service delivery engine that truly works. View
- Director, Third-Party Risk Management (BPO Focus) The Director, Third-Party Risk Management (BPO Focus) defines and drives the entire strategy for managing risks across all outsourced business processes. You'll be the one making sure the reliance on external partners doesn't turn into a strategic vulnerability, which directly impacts the operational resilience and financial stability. This role sits right at the intersection of the outsourcing strategy and enterprise risk management, translating complex vendor landscapes and regulatory demands into clear, actionable risk frameworks that the executive team can use to make big decisions. When this role is done well, the team avoid major service disruptions, protect sensitive client data, and confidently expand the BPO footprint without nasty surprises. When it's not, the team is looking at potential regulatory fines, significant financial losses, and serious reputational damage— it could be catastrophic. The work can involve balancing aggressive growth targets with robust, sometimes costly, risk controls, all while navigating a constantly changing global landscape. One part of the role is seeing your strategic vision protect the company and enable smart, sustainable growth, knowing you're a key player in the long-term success. View
- Director, Vendor Performance & Governance The Director of Vendor Performance & Governance is responsible for defining and driving the enterprise-wide strategy for how the team manage and measure the performance of all the organisation Process Outsourcing partners. You'll be building the systems and processes that ensure the vendors consistently meet their Service Level Agreements (SLAs) and Key Performance Indicators (KPIs), ultimately delivering exceptional service to the clients and protecting the commercial interests. This role sits within the operations, influencing everything from client satisfaction to the overall profitability. You'll translate high-level business objectives into tangible vendor performance targets, making sure the external partners are fully aligned with the strategic goals. When this role is done well, the team see significant improvements in operational efficiency, reduced costs, mitigated risks, and a tangible uplift in client satisfaction. The vendor relationships become true partnerships, driving innovation and competitive advantage. When it's not, the team is looking at missed client commitments, spiralling costs, reputational damage, and potentially serious regulatory issues. The work can involve balancing aggressive performance targets with fostering collaborative relationships, often navigating complex commercial and political landscapes. One part of the role is seeing your strategic vision transform how the team operate, directly impacting the market position and financial health. View
- Director/VP, Global Service Delivery The Director/VP, Global Service Delivery is responsible for defining and executing the strategic vision for the BPO service operations across multiple geographies. You'll be driving significant business unit transformation, making sure the global teams are delivering good services efficiently and profitably. This isn't about tweaking processes; it's about fundamentally rethinking how the team operate to stay ahead of the curve. Day-to-day, you'll be balancing client satisfaction with operational efficiency, making tough calls on resource allocation, and presenting the strategic direction to the board. When this role is done well, the team will see significant improvements in client profitability, market share, and operational maturity. If it's not, the team risk losing major clients, falling behind competitors, and facing serious financial consequences. The challenge? You're navigating complex market dynamics, integrating M&A activity, and managing large, diverse teams across different time zones. One part of the role is seeing your strategic decisions translate into tangible business growth and a truly transformed service delivery organisation. View
- VP, Ecosystem & Alliances The VP, Ecosystem & Alliances is responsible for defining and executing the enterprise-wide partnership strategy. You'll be looking 3-5 years out, figuring out how alliances with technology vendors, consulting firms, and other BPO specialists will drive market share, introduce new capabilities, and future-proof the offering. This directly impacts the top-line revenue, operational efficiency, and overall market valuation. View
- VP, Enterprise Outsourcing The VP, Enterprise Outsourcing is here to define and drive the organisation’s entire outsourcing strategy. You'll be making sure the team is getting the absolute best out of the external partners, not just in terms of cost, but also for innovation, quality, and operational resilience. This role sits within the operational efficiency and strategic growth, linking the organisation units with a global network of service providers. When you do this job well, the team will see significant improvements in the operational costs, faster adoption of new technologies, and a much more agile business that can react quickly to market changes. If it's not done right, the team is looking at spiralling costs, service disruptions, reputational damage, and a real drag on the ability to compete. The challenge? Getting everyone internally on the same page and making sure the vendors actually deliver on their promises, especially when things get tough. One part of the role is seeing your strategic vision directly translate into tangible business transformation and a healthier P&L. View
- VP, Enterprise Risk & Outsourcing Governance The VP, Enterprise Risk & Outsourcing Governance defines and drives the entire approach to managing risks across all outsourced business processes. This means you'll set the rules, build the frameworks, and make sure the team is actually following them, right across the organisation. You'll sit at the very top, connecting the outsourcing strategy with the overall company resilience and regulatory commitments. When you do this well, the team avoid major financial hits, keep the reputation intact, and can actually grow the organisation confidently through outsourcing. If you don't, well, the consequences can be pretty dire—think regulatory fines, massive service disruptions, and a very unhappy board. The work can involve balancing aggressive growth ambitions with rock-solid risk controls, often in a rapidly changing global landscape. One part of the role is you'll genuinely protect the company and enable it to scale without falling over, which is a pretty big deal. View
- VP, Global BPO Contracts & Vendor Strategy The VP, Global BPO Contracts & Vendor Strategy defines the entire approach to outsourcing, making sure it aligns with the long-term business vision. You'll be the architect of how the team partner with external providers, ensuring these relationships deliver strategic advantage, not just operational efficiency. This role sits right at the top, influencing board-level decisions on how the team structure, govern, and extract value from the global BPO ecosystem. When you do this well, the outsourced operations run like a well-oiled machine, delivering exceptional service and significant cost benefits. If it's not done right, the team is looking at massive operational risks, financial leakage, and reputational damage. The work can involve balancing aggressive cost targets with maintaining truly strategic, collaborative vendor relationships across a diverse global footprint. One part of the role is seeing your strategy directly impact the company's bottom line and market position, fundamentally changing how the team operate and compete. View
- VP, Global BPO Delivery The VP, Global BPO Delivery, is here to define and execute the strategic vision for a significant chunk of the global delivery footprint. The team is talking about multi-year plans, not just quarterly targets. You'll be the one making sure the operational strategy aligns with the company's overall growth ambitions, driving significant revenue and making sure the clients are genuinely happy, not just 'satisfied'. This role sits right at the intersection of client strategy, operational excellence, and global talent development. You'll translate those big-picture market trends and client needs into tangible delivery models and operational programmes that the teams can actually execute. Get this right, and the team grow, the team innovate, and the team keep the competitive edge. Get it wrong, and the team risk losing major clients and market share, the stakes are pretty high, to be honest. The real challenge? Balancing aggressive growth targets with the nitty-gritty of operational stability, all while navigating a constantly changing global landscape. But the reward? You'll build something truly impactful, see your strategic decisions play out on a global scale, and lead a huge team of talented people to achieve things they didn't think possible. It's about leaving a lasting mark on the organisation. View
- VP, Global BPO Transformation The VP, Global BPO Transformation is here to set the enterprise-wide vision for how the team deliver services, making sure the team is not just keeping up, but actually leading the market. You'll be the one charting the course through the ever-changing landscape of automation, AI, and new operating models, ensuring the clients get genuinely cutting-edge solutions. This role sits right at the top, influencing everything from the M&A strategy to how the team talk to investors about the future. When you get this right, the team is not just winning new business; the team is setting new industry standards, the clients are seeing massive value, and the P&L is looking incredibly healthy. Get it wrong, and the team risk falling behind competitors, losing key clients, and seeing the market position erode. This can involve balancing ambitious, long-term innovation with the immediate need to deliver consistent, profitable services. One part of the role is seeing your strategic decisions transform a global organisation and genuinely move the industry forward. View
- VP, Global Business Services & Enterprise Transformation As the VP, Global Business Services & Enterprise Transformation, you'll define the long-term vision for how the organisation processes run across the entire company. This means integrating the GBS strategy with the wider enterprise digital transformation agenda, making sure everything works together seamlessly. You're essentially the person who makes sure the operations are not just keeping up, but actively driving the team forward. This role sits right at the top, influencing how the team deliver services globally, whether that's through the own shared service centres or external partners. You'll be the one accountable for significant P&L impact, often in the tens of millions, and for building the organisational capability to deliver on those promises. When you get this right, the company runs like a well-oiled machine, costs are optimised, and the team is agile enough to respond to market changes. If it goes wrong, the team is looking at significant operational inefficiencies, missed market opportunities, and a hit to the bottom line. the challenge here is immense, you're dealing with entrenched ways of working, complex global structures, and huge financial stakes. But the reward? You'll literally transform the company, leaving a legacy of efficiency and innovation that impacts thousands. View
- VP, Global Service Delivery & Transformation As the VP, Global Service Delivery & Transformation, you'll define the enterprise-wide vision for how the team deliver services to the clients, making sure the team is not just keeping up, but setting the pace. This means driving major organisational transformations, from how the team use AI to how the team structure the global teams. You're essentially the person who ensures the operations are not only efficient today but also ready for whatever tomorrow throws at the team. Your work sits within the organisation, connecting the strategic goals with the day-to-day reality of client delivery. You'll translate big-picture market trends and client needs into actionable, multi-year operational roadmaps. When this role is done well, the team is recognised as an industry leader, the clients are thrilled, and the P&L looks fantastic. If it's not, the team risk losing clients, market share, and the competitive edge. The challenge? It's immense. You'll be navigating complex global regulations, internal resistance to change, and the constant pressure of a rapidly evolving technological landscape. One part of the role is seeing your vision come to life, transforming how thousands of people work, and directly contributing to the company's long-term success and market leadership. It's about leaving a lasting legacy. View
Level 8 jobs · 12
- Chief Business Process Outsourcing Officer The Chief Business Process Outsourcing Officer is here to set the enterprise-wide vision for how the team run the global operations, making sure the team is not just keeping the lights on, but actually driving significant value and competitive advantage. You'll work right alongside the CEO and the Board, translating grand strategic ambitions into tangible, efficient, and scalable service delivery models that impact every corner of the organisation. When you do this well, the team is leaner, faster, and more attractive to investors and clients alike. When it's not quite right, well, the team risk losing market share, incurring massive costs, and seeing the reputation take a hit. This can involve balancing aggressive cost targets with maintaining—or even improving—service quality across a truly global, complex operation, all while navigating constant market changes. One part of the role is you get to fundamentally transform how a major business operates and leave a lasting legacy on its efficiency and strategic capabilities. View
- Chief Commercial & Outsourcing Officer (CCOO) The Chief Commercial & Outsourcing Officer is here to define and execute the entire enterprise-wide BPO strategy. You'll be the one setting the vision, making sure the team is growing profitably, and that the service delivery is absolutely good across all the global operations. This role sits right at the very top, shaping how the team go to market, how the team win and keep major clients, and how the team manage the colossal network of contracts that underpin the organisation. you're the face of the outsourcing capabilities to the market and to the biggest clients. View
- Chief Commercial Officer (CCO) The Chief Commercial Officer is here to define and drive the enterprise-wide commercial vision, strategy, and growth agenda. You'll be the one setting the course for how the team win new business, keep the existing clients happy, and expand the footprint in the BPO market globally. This role sits within the executive team, translating the organisation’s overall strategy into tangible commercial targets and making sure every part of the sales and account management organisation is pulling in the same direction. When you get this right, the team is not just hitting targets; the team is growing faster than the market, delighting the clients, and significantly increasing shareholder value. Get it wrong, and the team risk stagnation, losing market share, and missing out on huge opportunities. the biggest challenge is balancing aggressive growth with profitable delivery, especially in a competitive BPO landscape. But the reward? Seeing your commercial strategy transform the company, making a real dent in the market, and building a legacy of growth. View
- Chief Compliance Officer (BPO Operations) The Chief Compliance Officer for BPO Operations is here to protect the organisation from significant regulatory fines, reputational damage, and client churn by making sure the team is always playing by the rules. You'll define and oversee the entire compliance strategy across all the BPO services, which directly impacts the market position and long-term viability. You'll sit right at the top, translating complex global regulations into practical, enterprise-wide policies and making sure the operational teams actually follow them. When this role is done well, the team avoid costly mistakes, build deep client trust, and can confidently expand into new markets. If it's not done well, the team is looking at huge fines, lost clients, and a very public headache. The work can involve the sheer scale and complexity of global regulations, plus getting everyone across the business to truly 'get' compliance. One part of the role is knowing you're safeguarding the future of the entire organisation and its people. View
- Chief Global Operations Officer (CGOO) The Chief Global Operations Officer is here to define and execute the overarching enterprise-wide operational strategy. That means you'll be making sure all the global operations, including the extensive Business Process Outsourcing (BPO) footprint, are perfectly aligned with the organisation’s long-term vision and market goals. You'll work right at the top, integrating BPO as a core, strategic advantage, not just a cost-saving exercise. When you do this well, the organisation achieves market leadership through operational excellence, delivering superior customer experiences and robust profitability. If it goes wrong, the team is talking significant market share loss, potentially hefty regulatory fines, and a real hit to the brand. This can involve balancing global efficiency with the very real, often messy, local market needs and navigating complex geopolitical risks. One part of the role is you get to shape the company's future, seeing your operational strategy directly translate into market success and serious shareholder value. View
- Chief Legal & Compliance Officer (CLCO), BPO The Chief Legal & Compliance Officer (CLCO) for BPO defines and executes the enterprise-level legal and compliance strategy for the entire Business Process Outsourcing organisation. You'll be the principal legal advisor to the CEO and Board, ensuring the global operations comply with an ever-evolving patchwork of international laws and regulations. This role sits within the executive leadership, translating complex legal risks into clear strategic guidance that shapes the market position and long-term viability. When you do this well, the team grow confidently, avoid major litigation, and maintain an impeccable reputation with clients and regulators. If it's not done right, the team face crippling fines, reputational damage, and potentially lose the licence to operate in key markets. The challenge? Balancing aggressive growth targets with an increasingly scrutinised regulatory environment, all while managing a large, diverse global legal team. One part of the role is knowing you're the ultimate guardian of the company's future and directly influencing its success on a global scale. View
- Chief Operating Officer (BPO) The Chief Operating Officer (BPO) is here to define and execute the entire operational strategy, making sure the team is delivering world-class BPO services across the board. You'll be sitting right at the top, ensuring the global operations are not only efficient but also constantly evolving to meet market demands and client needs. This role directly impacts the reputation, profitability, and long-term growth. When you get this right, the team is recognised as a market leader, the clients are raving about the team, and the shareholders are happy. Get it wrong, and the team is looking at significant revenue loss, client churn, and a hit to the market position. The challenge? It's immense, balancing global scale, constant innovation, and relentless cost pressure while keeping thousands of people motivated. One part of the role is seeing your vision transform a global organisation, leaving a massive legacy. View
- Chief Outsourcing Governance Officer The Chief Outsourcing Governance Officer defines and drives the enterprise-level outsourcing strategy and governance. you're accountable for every single BPO partner's performance and all the risks that come with them, reporting directly to the C-suite and the Board. You'll sit within the global operations and strategic planning, translating the overarching business goals into a robust, resilient, and value-driven outsourcing model. When you do this well, the team is more efficient, less risky, and more agile than the competitors. When it goes wrong, well, the company's reputation and bottom line take a serious hit. The work can involve balancing aggressive growth and cost-saving targets with absolute operational resilience and regulatory compliance across a sprawling global footprint. One part of the role is you'll genuinely shape the future of the organisation, directly influencing the market position and shareholder value. View
- Chief Outsourcing Officer The Chief Outsourcing Officer is responsible for setting the enterprise's overarching sourcing strategy, integrating the outsourcing efforts with the core business objectives, and holding ultimate accountability for the performance and risk management of the entire outsourced ecosystem. Day-to-day, you'll be navigating complex global markets, making multi-million-pound decisions, and ensuring the external partners deliver on the strategic goals. You'll sit at the executive table, translating market shifts and business needs into actionable outsourcing plans, which directly impacts the operational efficiency and competitive edge. When you get this right, the team is leaner, more agile, and the shareholders are happy. Get it wrong, and the team face significant financial losses, reputational damage, and operational chaos. This can involve balancing aggressive cost reduction with long-term strategic partnerships and navigating geopolitical risks. The reward is seeing your strategic vision transform the company's operating model and drive tangible, measurable growth. View
- Chief Service Officer (CSO), Global Service Excellence The Chief Service Officer (CSO) is here to define and execute the enterprise-wide service excellence vision, which directly impacts the market differentiation and long-term client value. You'll sit right at the top, working with the CEO and Board, translating the organisation’s strategic goals into a tangible service delivery blueprint that the global operations can actually follow. If you do this well, the team will see significant market share growth and client loyalty that's the envy of the industry. If you don't, well, the team will lose clients and the reputation will take a hit—it's that simple. The work can involve navigating complex global markets and constant client demands while keeping an eye on the bottom line. One part of the role is you get to build a genuinely world-leading service organisation and see your vision come to life on a massive scale. View
- Chief Strategic Transition & Transformation Officer Look, this role is about setting the absolute top-level vision for how the team transform and transition BPO services, not just for the clients, but for the entire organisation. You'll be the one shaping the market offerings, driving massive, multi-year strategic shifts, and making sure the team is always ahead of the curve. Your decisions here directly impact the market position, the reputation, and the bottom line. It's a huge responsibility, but the opportunity to leave a lasting legacy is immense. View
- Chief Vendor and Partner Management Officer The Chief Vendor and Partner Management Officer defines and executes the enterprise-wide strategy for all external partnerships, which directly impacts the market share, service innovation, and overall profitability. You'll work at the intersection of market dynamics, technological advancements, and operational delivery, translating broad business objectives into actionable partnership strategies that the teams can run with. This role is about seeing around corners, identifying disruptive opportunities, and building the relationships that will define the future. When this role is done well, the team will be recognised as an industry leader, known for the innovative service delivery and expansive, high-performing partner ecosystem. The team will be first to market with new BPO solutions, backed by best-in-class partners. When it's not, the team risk losing market relevance, struggling with service quality, and missing out on significant revenue streams. The work can involve balancing short-term operational demands with long-term strategic vision, all while navigating complex internal and external politics. The reward is seeing your strategic decisions transform the company's trajectory and cement the position as a market leader. View
