CIMET - Vice President - Operations

1. About CIMET:

CIMET Group is one of Australia's fastest-growing comparison and connection platforms. Through CIMET Sales Pty Ltd and its related entities, we help Australian households and small businesses compare, choose and switch across four verticals: energy, broadband, personal loans and credit cards, and private health insurance.

We operate through our own digital comparison journeys and through a national network of referral, white-label, co-brand and marketing partners. We contract directly with Australia's largest energy retailers, lenders, telecommunications providers and health funds, and we operate under their compliance regimes as well as our own licences and authorisations.

CIMET's India operations in Gurgaon and Jaipur are not a back office. They carry substantive ownership of technology, operations, quality assurance, legal and compliance for the Australian business. This role sits at the top of the operations capability within it.

Our stated ambition (BHAG) is to build a $1 billion enterprise by 2030. Getting there is an operating problem before it is anything else: more volume, more verticals, more partners, and a materially higher standard of execution - without a linear increase in cost or a single step backwards on customer outcomes.

2. Why this role exists:

Operations is where CIMET's promise to its customers, its retailers and its partners is kept, every day and at volume. The Vice President - Operations owns that engine.

The role is accountable for the performance, quality, cost and scalability of CIMET's operations - process and SOP architecture, retailer plan and pricing operations, sales operations and order management, revenue assurance and leakage control, customer operations, automation and digitisation, workforce planning and capability, and the reporting and analytics on which the whole business runs. It is accountable for the numbers and, equally, for how those numbers are produced.

The Vice President - Operations will:

- Own the operating plan, the operating budget and the operating result across all business units.

- Own the process and SOP architecture of the business - building the critical processes, documenting them, making them available and usable to everyone, and improving them continuously.

- Own retailer plan, pricing and platform operations, so that what CIMET displays and sells always matches what the retailer actually offers, within the agreed turnaround times.

- Own sales operations and order management, so that every sale reaching a retailer or provider is complete, accurate, properly evidenced and right the first time.

- Own revenue assurance and leakage control across the full lead-to-cash lifecycle, and reduce the value lost between a lead arriving and cash being received.

- Own customer operations end to end - onboarding, service, retention, complaints and escalations - to timely and fair outcomes.

- Own operational reporting and analytics as the single source of truth for how the business is performing, and supply the insight behind the numbers to the Executive and the Board.

- Build an operation that can absorb growth, new verticals and new partners without a proportional increase in headcount or a drop in quality.

- Run a consistent operating standard across CIMET's India and Philippines locations, and work with the Contact Centre so the customer experiences one end-to-end journey.

- Lead, coach and develop a leadership layer of General Managers and Senior Managers.

We are looking for a hands-on operator who builds capability and lifts standards - not an administrator of an existing machine.

3. Team and structure:

The Vice President leads a function-aligned operating structure across CIMET's delivery locations. Each grouping owns a defined part of the operating result end to end, rather than a stage of a process.

Role:

Vice President - Operations

Reports to:

Chief Executive Officer

Scope:

Operating plan, budget and operating result; process and SOP architecture; retailer plan and pricing operations; sales operations and order management; revenue assurance and leakage control; customer operations; digital journey and platform operations; automation and digitisation; operational change and resilience; partner and vendor operations; operational quality and controls; workforce planning; reporting and analytics.

3.1 How this role and the Contact Centre work together:

CIMET's Contact Centre in the Philippines is led by a Site Director who reports to the Chief Executive Officer. It does not report into the Vice President - Operations, who does not manage its agents, team leaders or floor. The two roles are peers, and the operation only works when they run as one end-to-end machine.

The Site Director owns the customer conversation. That means agent recruitment, staffing and rostering to the agreed plan, floor and team management, call handling, conversation quality, agent performance and coaching, and the sales or service outcome of each interaction.

The Vice President - Operations owns everything the Contact Centre needs in order to perform, and everything that happens once a sale is made. That means the processes and SOPs agents follow; the plans, pricing and product information they quote from; the volume forecast and capacity plan they staff to; the systems, workflow and tooling they work in; the training content and competency framework; order management and submission of every sale they generate; customer service, retention and complaints once the customer is onboarded; and the reporting that measures the whole funnel, including their part of it.

In practice, this role supplies the process, the pricing accuracy, the capacity plan, the systems and the numbers; the Site Director executes the customer conversation against them. Where a problem originates on a call, it is the Site Director's to resolve. Where it originates in process, data, pricing, systems, submission or downstream handling, it is this role's. Where the cause is unclear, the two leaders establish it together rather than trading it between them.

This role reports on end-to-end funnel and customer outcomes, including activity delivered by the Contact Centre, and is expected to raise issues with the Site Director directly and early. Neither leader can deliver the operating result alone, and the ability to work this way - delivering through a team you do not manage - is a genuine requirement of the role rather than a formality.

4. Key accountabilities:

4.1 Operational strategy, planning and execution:

- Own operational planning, budgeting and execution across all business units, aligned to the growth plan and to unit economics that work.

- Own demand and capacity planning: translate volume forecasts into headcount, shrinkage, occupancy and cost, and hold forecast accuracy to a measurable standard.

- Design an operation that scales sub-linearly - absorbing volume growth, new verticals, new partners and seasonal peaks without a proportional increase in cost or a fall in quality.

- Own operational readiness for every launch: new products, verticals, retailers, partners, brands, campaigns and system changes do not go live without evidenced operational readiness, including trained people, tested process, working reporting and executable controls.

- Own the operating cost base - cost to serve, cost per transaction, cost of poor quality - and drive it down without shifting the cost onto the customer.

- Own multi-site delivery across CIMET's India and Philippines locations: consistency of process, standards and reporting between sites, allocation of volume and work types across sites, and resilience if a site is disrupted.

4.2 Process, SOP and knowledge management:

This is a core accountability of the role, not an administrative one. CIMET's operating risk and its cost base both sit in how well its processes are defined, documented, followed and improved.

- Own the end-to-end process architecture for the business: a complete process map covering every operational workflow, with named process owners, defined inputs, outputs, handoffs, decision points and service standards.

- Build the critical processes that do not yet exist, formalise those that run on individual knowledge, and retire those that no longer earn their place.

- Map and manage the critical path of each core process - know where the constraints, bottlenecks, single points of failure and dependencies sit, and run the operation against them rather than around them.

- Own the standard operating procedure library end to end: every process documented to a common template and standard, version-controlled, dated, owner-named, approved before publication, and on a defined review cycle.

- Make SOPs genuinely available and usable - a single searchable knowledge repository, current, accessible to everyone who needs it, and surfaced at the point of work rather than filed somewhere. A procedure nobody can find is not a control.

- Own clarity of work across the operation: every team and role has a documented remit, defined decision rights, service standards and escalation paths, so that nothing falls between teams and nobody is guessing what they own.

- Own the operational policy set - drafting, approval, publication, acknowledgement, and periodic review - aligned to the standards set by Legal, Risk and Compliance and consistent with contractual and regulatory requirements.

- Own change control for processes, SOPs and policies: no change goes live without documentation, approval, training and communication, and every change is traceable to who approved it and why.

- Own adherence, not just publication: verify through observation, sampling and quality checks that the documented process is the process actually performed, and close the gap where it is not.

- Link every SOP to training and competency verification, so that a procedure change triggers retraining rather than a circulated email.

4.3 Automation, digitisation and continuous improvement:

- Systematically identify manual, repetitive, high-volume and error-prone process steps, and eliminate, automate or digitise them - with a prioritised pipeline, business cases and measured benefit realisation.

- Deploy automation, artificial-intelligence-assisted workflow, straight-through processing and self-service where they genuinely improve accuracy, speed or cost - and be equally willing to conclude that a process should simply be removed instead.

- Digitise the remaining paper, email and spreadsheet-based workflows into systems of record with audit trails, and eliminate shadow processes and manual workarounds.

- Partner with Product and Technology on the operational tooling roadmap: workflow and case management, customer relationship management, workforce management, quality tooling, knowledge management and reporting.

- Lead continuous improvement with proper discipline: baseline, hypothesis, change, measurement, and either adoption or reversal - and hold the improvement once it is made.

- Set and track an annual productivity and automation target, and report progress against it.

4.4 Retailer operations - plans, pricing and contractual delivery:

CIMET displays and sells other companies' products. What we show a customer must match what the retailer or provider actually offers, at all times. This accountability sits here.

- Own the accurate and timely loading of retailer and provider plans onto CIMET's platforms across all verticals - rates, tariffs, fees, discounts, benefits, eligibility rules, availability, terms and supporting documentation.

- Own the plan and pricing change cycle end to end: receive, validate, configure, test and publish every retailer change within the agreed turnaround time, with a complete record of what changed, when, by whom and on whose instruction.

- Treat turnaround time on plan and pricing changes as a hard operational commitment. An incorrect or out-of-date price shown to a customer is a customer detriment, a contractual failure and a potential regulatory exposure - build the process, monitoring and escalation so that a missed turnaround is detected immediately rather than discovered later.

- Own scheduled and post-change reconciliation between what the retailer has published and what CIMET displays and submits, with a documented exception and correction process and a clear escalation trigger.

- Plan and resource industry-wide pricing events - annual and regulated price changes, default offer resets, and market-wide repricing - as managed programmes with rehearsal, contingency and post-event verification, rather than absorbing them into business as usual.

- Own operational delivery of CIMET's obligations under each retailer and provider agreement: service definitions, approved channels and brands, submission standards, data and reporting deliverables, turnaround commitments and audit support - translated from the contract into operating requirements that teams can actually follow.

- Work with Legal, Risk and Compliance to ensure regulatory and commercial controls are designed into the plan, pricing and platform processes, and that any change in obligation flows through into process, SOP, system configuration and training.

- Own the commercial accuracy of what is displayed and what is submitted - rate cards, commission structures, eligibility and qualification rules - so that the customer is quoted correctly and CIMET is paid correctly.

- Own the operational governance cadence with each retailer and provider: performance reviews, issue and action logs, corrective actions, and escalation before an issue becomes a notice.

- Own operational readiness for every retailer or provider onboarding, product launch and campaign, including plan configuration, end-to-end testing, training, reporting and a go-live decision.

4.5 Sales operations, order management and submission:

- Own the end-to-end journey of a sale after it is made: validation, enrichment, exception handling, submission to the retailer or provider, and tracking through to connection or activation.

- Own submission quality - complete, accurate, properly evidenced and right the first time - and the rejection, rework and clawback rates that follow from it.

- Reduce submission turnaround time - the elapsed time from sale to accepted submission - and hold it to a defined and reported standard, since delay is itself a source of loss and customer dissatisfaction.

- Own the cost of poor quality: identify where errors originate, and fix the cause upstream rather than staffing the correction downstream.

- Own data integrity across operational systems of record, and the accuracy of the customer, sale and consent data CIMET holds, displays and transmits.

- Own service levels and turnaround times to retailers, providers and partners, and the operational escalation path when they slip.

4.6 Revenue assurance, leakage control and funnel performance:

CIMET earns commission on outcomes it does not itself bill. Revenue is exposed at every handover - between the journey and the sale, the sale and the retailer, the retailer's confirmation and its remittance, and CIMET's own remittance to its partners. Assuring that revenue end to end sits with this role.

Framework and coverage:

- Establish and own a revenue assurance framework covering the full lead-to-cash lifecycle: lead, quote, sale, submission, retailer acceptance, connection or activation, commission earned, and support the Finance team AR/AP functions in getting those sales invoiced or self-billed, remitted, recognised and reconciled in a timely manner.

- Maintain a leakage taxonomy and coverage map - every category of revenue loss named, owned, controlled and measured - so that leakage is a managed number rather than a periodic discovery.

- Own contract-to-system alignment: ensure the commercial terms agreed with each retailer, provider and partner - rates, tiers, bonuses, qualification rules, clawback terms and payment timing - are configured correctly in CIMET's systems, and revalidated whenever a contract or rate card changes.

- Own the commission rate discussions with the retailers / providers from time to time, structure and negotiate bonus schemes, periodic boosts to maintain the AOP rhythm and support in achieving Revenue and Gross profit targets.

Detection and controls:

- Move revenue assurance from periodic manual reconciliation to continuous automated detection: daily and weekly exception reports, tolerance thresholds, anomaly detection on volumes, rates and conversion, and alerting with named owners and response times.

- Own end-to-end reconciliation across systems - comparison platform, customer relationship management, submission files, retailer portals, partner feeds and the data warehouse - including completeness checks that prove no record is lost, duplicated or mis-stated between them.

- Own the funnel view: conversion and drop-off measured at every stage, with loss quantified in dollars and each stage owned by a named leader.

- Own leakage detection across the full loss set - unworked or misrouted leads, duplicates, abandoned journeys, incomplete applications, failed or delayed submissions, rejections, cancellations, cooling-off losses and clawbacks.

Recovery and dispute:

- Reconcile every sale submitted against retailer confirmations, activation files and remittance advice; identify under-payment, missed or under-rated commissions, unrecognised activations, unbilled volume and incorrectly applied clawbacks, and pursue each to recovery.

- Own the commercial dispute cycle with retailers and providers: raise, evidence, age, escalate and settle disputed items, and track credit notes and adjustments to closure.

- Own partner payout assurance on the outbound side: validate revenue share and commission payable to referral, white-label and co-brand partners against contracted terms and actual qualified volume, so that CIMET neither underpays a partner nor overpays one, and ensure clawbacks are passed through correctly.

- Support Finance on accrual and revenue recognition inputs and audit evidence, maintaining a traceable line from an individual customer sale through to the commission recognised and the cash received.

Prevention:

- Treat recovery as the symptom and prevention as the objective: every confirmed leak produces a root cause, a process or system change, and a control that stops the same pattern recurring.

- Own root cause analysis of rejections, cancellations, cooling-off losses and clawbacks by retailer, channel, partner, product and agent, and drive each fix upstream to the point of origin.

- Extend the same discipline to cost and margin leakage: verify that lead costs, media spend, partner payouts, telephony and vendor charges billed to CIMET are correct, contracted and earned.

Governance and reporting:

- Run a revenue assurance governance cadence with Finance, Commercial, Partnerships and Technology: daily exception handling, weekly triage, monthly leakage review, and periodic refresh of rules and thresholds.

- Report leakage as a standing metric with a dollar value attached, split between value prevented and value recovered, alongside recovery yield, time to remediate, dispute ageing and first-time-right submission rates.

- Set and deliver an annual leakage reduction target. Leakage of AOP budgeted per cent of revenue is to be maintained as baseline in businesses with billing and partner settlement; a mature programme holds it below the baseline per cent, and that is the standard CIMET is working towards.

4.7 Customer operations - service, retention and complaints:

- Own the post-sale customer journey: onboarding, connection and switching outcomes, service, retention and save activity.

- Own complaint handling and resolution within service standards and to a fair, documented customer outcome, and feed every complaint into the improvement loop.

- Own customer satisfaction and advocacy measures, and the voice-of-customer feedback loop into product, process and technology.

- Ensure vulnerable customers, hardship situations and family and domestic violence matters are handled through trained staff and restricted, documented processes.

- Own operational escalations, including those arriving via retailers, providers, partners or ombudsman schemes, to timely and complete resolution.

4.8 Digital journey and platform operations:

- Own the operational health of CIMET's consumer-facing comparison journeys: availability, performance, error rates, form and journey abandonment, and step-by-step conversion.

- Detect journey breakages, display and pricing errors, and integration failures through monitoring and alerting - not through customer complaints or a retailer's phone call.

- Own operational acceptance testing and post-release verification for any platform change affecting plans, pricing, journeys, consent capture or submission.

- Partner with Product and Technology on prioritisation of operational defects and enhancements, with a quantified business impact case behind each request.

4.9 Reporting, analytics and business insight:

- Own the operational reporting suite and a single source of truth for operational metrics, with definitions agreed and held consistent across Operations, Finance and the wider business.

- Own key metric reporting, dashboards, trend analysis and root cause analysis across the full funnel and the full customer journey - including activity delivered by teams outside this function - and present the reasons behind the numbers, not just the numbers.

- Provide accurate, timely operational inputs to management reviews, executive reporting and Board reporting, and participate in strategy sessions, business reviews and workshops.

- Own forecasting inputs and forecast accuracy, and give the Executive early warning when performance is diverging from plan.

- Hold data quality and reporting timeliness to a defined standard, and treat a reporting error as an incident.

- Build analytical capability in the team so that reporting produces decisions, not decks.

4.10 Operational change, release readiness and resilience:

- Own the operations change portfolio: intake, prioritisation, resourcing, delivery to plan, and tracking of benefits actually realised.

- Own operational acceptance and go-live readiness for system and process change, including test scenarios, regression on plan and pricing configuration, cutover planning and rollback criteria.

- Own operational incident management: severity classification, response, communication to affected stakeholders, resolution, and post-incident review with actions tracked to closure.

- Own business continuity and operational resilience: documented and tested plans, recovery time objectives, site failover between locations, and management of critical vendor and system dependencies.

4.11 Commercial, partner and vendor operations:

- Own operational delivery to B2B, white-label, co-brand and comparison partners: integration, lead flow, service levels, quality and reporting.

- Negotiate and manage operational commercials with contractors, outsourced providers, vendors and consultants; own their performance, cost, service levels and offboarding.

- Support commercial negotiation with retailers and partners on operational terms, volume commitments and service definitions - working with Legal on the contractual terms and with Finance on the economics.

- Own reconciliation of volumes, rejections, clawbacks and revenue-affecting operational data with Finance, to a standard that survives audit.

4.12 Operational quality, controls and sales integrity:

- Ensure every operational process has a named owner, a defined control, and a retained evidence trail that would withstand a retailer audit or a regulator's file request.

- Execute controls as designed, evidence their execution, and own the outcome when they fail.

- Own detection of sales integrity issues within the operation - duplicate or fabricated sales, incentive gaming, unusual patterns by agent, channel or partner, and misuse of customer data - and escalate confirmed matters through the agreed route.

- Identify, contain and escalate incidents immediately and without filtering, and structure the operation so that bad news travels upward quickly.

- Respond fully and promptly to quality and audit findings, and close remediation actions to verified closure rather than to a status update.

- Ensure approved processes, scripts, brands and channels only, with the required approvals evidenced before anything is live in the operation.

- Never allow a volume, revenue or cost target to be met by degrading a control, and escalate immediately where the two appear to be in conflict.

4.13 People, capability and culture:

- Lead, coach and develop General Managers and Senior Managers - this is a leader-of-leaders role - and build a visible leadership pipeline and succession bench.

- Own workforce planning and hiring intake quality in partnership with People and Culture, and own onboarding to productivity.

- Design and run training and development programmes for the operations team, with a competency framework, a skills matrix and measurable uplift.

- Own performance management: target setting, regular reviews, calibration, development plans, and fair, consistent consequence management in line with company policy.

- Own engagement, morale and attrition in the operation, and handle day-to-day people matters with People and Culture.

- Build a culture in which raising a problem is rewarded and concealing one is not survivable.

- Model CIMET's values and the highest standards of professional ethics, and align the operation to the Executive's vision and philosophy.

5. What success looks like:

Horizon - First 90 days:

Outcomes:

Operating baseline established and shared: true volume, cost to serve, quality, submission turnaround, rework, attrition and forecast accuracy, with the gaps named honestly. Process and SOP inventory completed - what exists, what is current, what is missing. Plan and pricing change turnaround measured and its true performance known. Lead-to-cash funnel mapped end to end, with leakage quantified in dollars and as a percentage of revenue for the first time. Leadership team assessed. Top operational constraints identified and ranked with the CEO.

Horizon - 3 to 6 months:

Outcomes:

Operating plan and budget in force with a credible capacity model behind it. Process architecture documented with named owners, critical path identified, and the SOP library live in a single accessible repository under version control. Plan and pricing changes consistently within agreed turnaround, with reconciliation running on a schedule and exceptions escalated. Submission quality improving and turnaround falling. Reporting consolidated to agreed metric definitions on a fixed cadence. Automation pipeline prioritised with business cases. Revenue assurance framework in place with a leakage taxonomy, automated exception detection running, and a reduction target agreed with the CEO and CFO.

Horizon - 6 to 12 months:

Outcomes:

Sustained achievement of operational KPIs and service levels. Leakage reduced against baseline and reported as a standing metric, with value prevented and value recovered evidenced separately. Plan and pricing turnaround commitments met, with any exception detected internally, escalated and closed the same day, and no customer-facing pricing error reaching a retailer or regulator as a complaint. Measurable improvement in cost to serve with no deterioration in quality, complaints or audit outcomes. SOP adherence verified rather than assumed. Clean audit outcomes with no critical or repeat findings. Analytics producing decisions the Executive acts on. General Managers demonstrably stronger, with at least one credible internal successor identified.

6. Selection criteria:

6.1 Essential:

- At least 12 years' operations experience, including a minimum of five years leading a multi-team operation, with General Managers or Senior Managers reporting to them.

- Proven leadership of large-scale service and transaction operations in a consumer business - order management or back-office processing, customer service, retention and complaints - including quality assurance and workforce planning.

- Substantial experience in an offshore or global delivery operation serving an overseas consumer market - Australia, the United Kingdom, New Zealand, Canada or the United States - in a regulated sector.

- Demonstrated ownership of an operational reporting and analytics capability: has built or rebuilt a management information suite as a single source of truth, with agreed metric definitions, and used it to change decisions - with strong personal fluency in business intelligence and reporting tooling and Microsoft 365.

- Demonstrable, quantified results: cost to serve reduction, quality and accuracy improvement, cycle time or rework reduction, attrition reduction - with the candidate able to explain the numbers behind them in detail.

- Demonstrated ownership of a process and SOP governance framework at scale: process mapping and critical path analysis, documentation standards, version control, an accessible knowledge repository, change control, and verification that documented process is actually followed.

- Experience owning a product, plan, pricing, tariff or catalogue operation where accuracy and turnaround time carried contractual, commercial or regulatory consequence - including the change cycle, testing and reconciliation against the source of truth.

- Experience translating contracted client or partner obligations into operating requirements, and delivering against contracted service levels in a regulated environment subject to external audit, client monitoring or regulatory inspection.

- Revenue assurance experience: has established or run a revenue assurance or leakage control capability across a lead-to-cash or order-to-cash lifecycle - reconciliation and completeness checks across systems, automated exception detection, dispute and recovery management, and quantified prevention as well as recovery.

- Commercial and contractual numeracy: able to read a commission schedule or rate card and verify that systems, submissions, invoices and partner payouts actually reflect it.

- Capacity planning and workforce management capability, with genuine ownership of forecast accuracy, shrinkage and occupancy.

- Experience running operations across more than one delivery site, and ideally more than one country, including allocation of work between sites and maintenance of a consistent standard across them.

- Process improvement discipline - Lean, Six Sigma or an equivalent structured methodology - with evidence of benefits actually realised rather than projected.

- Has deployed automation or artificial-intelligence-assisted workflow into a live operation and measured the outcome, not merely evaluated it.

- Commercial fluency: ownership of an operating budget, and a working command of unit economics and the operational drivers of contribution.

- Demonstrated ability to deliver an operating result that depends on teams outside their direct reporting line.

- Excellent written and spoken English, and the presence to hold a difficult operational review with an Australian retailer or partner over video.

- Graduate degree; postgraduate management qualification advantageous.

6.2 Desirable:

- Sector experience in energy retail, telecommunications, consumer credit or lending, or insurance distribution.

- Direct experience of the Australian consumer market and its service expectations.

- Experience in a comparison, aggregator, marketplace or lead generation business model, including partner and white-label delivery.

- Familiarity with Philippines-based operations, whether captive or outsourced.

- Experience working alongside a separately led sales or contact centre function on a shared customer journey.

- Experience of energy tariff, plan or rate card management, or of regulated or market-wide repricing events.

- Revenue assurance experience gained in telecommunications, utilities, insurance or a marketplace or affiliate business, where leakage control is an established discipline.

- Experience owning operational acceptance testing and release readiness for platform change.

- Lean Six Sigma Black Belt or equivalent certification.

- Experience managing outsourced or third-party operational capacity.

7. What this role offers:

- Genuine executive scope. Thirteen operating domains, a direct line to the Chief Executive Officer, and a seat in the conversations where the company's direction is set.

- A build, not a caretake. Several of these capabilities - process and SOP architecture, plan and pricing operations, leakage and revenue assurance - are being established properly for the first time. The person in this role will own how they are designed.

- Visible impact on the result. Operations sits directly on revenue, cost and customer outcomes in this business; the work is measurable and the effect is immediate.

- Scale ahead. CIMET is growing across four verticals and multiple markets, and the operating model built here is the one that has to carry the business towards its 2030 ambition.

- Exposure to the Board and to Australia's largest energy, telecommunications, lending and health insurance brands as counterparties.

- Investment in the leader. Development, exposure and progression for someone who wants to grow beyond this role rather than settle into it.

8. Other information:

- Location: Jaipur / Gurgaon, with regular presence required across CIMET's operating locations. Core overlap with Australian and Philippines business hours is required.

- Travel: periodic travel to Australia, the Philippines and between CIMET's India locations. Candidates must be able to obtain the necessary travel documentation.

- Pre-employment checks: identity and address verification, education verification, employment and reference checks, and criminal record and database checks appropriate to a senior operational appointment.

- CIMET is an equal opportunity employer. We welcome applications from candidates of all backgrounds and are happy to discuss flexible and accessible working arrangements.