ROLE PURPOSE:

You are the hub's performance and improvement engine. You will build the Intelligent Command Centre that gives leaders one real-time view of service health across every tower. You will also run the continuous improvement system that moves the hub from stable operations to best-in-class service.

KEY RESPONSIBILITIES:

1. Transition and shared services set-up:

- Design the hub's performance framework: a KPI tree, SLA definitions, data sources and a reporting cadence shared by all towers.

- Capture and certify the pre-transition baselines for each country, so the hub can prove its value against the starting point.

- Support the transition PMO with readiness scorecards, go/no-go dashboards and hypercare tracking for every wave.

- Set up the Intelligent Command Centre, covering architecture, data pipelines, dashboards and alerting.

2. Process ownership and service delivery:

- Run the ICC day to day, with real-time SLA, volume, backlog and escalation monitoring across R2P, R2H, Q2R and A2W.

- Lead the hub's governance rhythm: daily stand-ups, weekly tower reviews, monthly service reviews and quarterly business reviews with stakeholders.

- Own the hub-wide customer voice programme, including CSAT and NPS surveys, closing the loop with respondents, and reporting insight.

- Run hub-level capacity and productivity analytics to support resourcing decisions.

3. Governance, risk and controls:

- Own the hub quality management system, covering process documentation standards, internal quality audits and control testing across towers.

- Maintain the hub risk register and the tracking of issues and actions.

- Build data governance for performance reporting so that there is one version of the truth.

4. Continuous improvement and digital:

- Build and govern the hub-wide continuous improvement backlog. Prioritise by value and effort, and agree ownership with each GPO.

- Lead improvement projects using Lean, Six Sigma and process mining. Track benefits through to realised savings.

- Run the hub's automation and AI pipeline, from idea intake to business case, delivery and benefits tracking.

- Build a continuous improvement culture through training, recognition and a simple way for every employee to raise ideas.

5. People leadership, performance and culture:

- Build the tower's team from the ground up. Define the structure, spans of control, role profiles and hiring plan for each transition wave.

- Recruit, onboard and develop team leads and specialists. Build succession cover for every critical role before the tower reaches steady state.

- Run a disciplined people-performance cycle covering goal setting, monthly one-to-ones, quarterly reviews and calibrated year-end ratings.

- Keep attrition, absence and engagement at or better than hub targets. Act early on hotspots.

- Model the hub culture of ownership, customer focus, speed with control and learning. Make it visible in how the team works every day.

- Build capability through skills matrices, cross-training and certification paths. Create career moves across towers.

WHAT SUCCESS LOOKS LIKE:

- First 90 days: hub KPI framework, baseline method and ICC design signed off.

- By go-live: ICC live with real-time dashboards for the first transition wave, and the governance rhythm running.

- Within 12 - 18 months: continuous improvement portfolio delivering measurable, validated benefits, with hub-wide dashboards trusted by global stakeholders.

KEY PERFORMANCE INDICATORS:

- Hub-wide SLA adherence: 95% across towers.

- Validated CI benefits: Annual savings and hours released against target.

- Automation hours released: Increased year on year.

- Reporting timeliness and accuracy: 100% on schedule.

- Hub CSAT / NPS: At or above target.

- Audit and quality findings: Closed within agreed timelines.

- CI participation: % of employees who submitted or delivered an improvement.

- Targets are indicative. They will be finalised in the hub SLA framework and country baselines.

TECHNICAL SKILLS:

- Performance management and command-centre design for multi-tower shared services.

- Lean Six Sigma methods, including DMAIC, value-stream mapping and root-cause analysis.

- Data analytics and visualisation (Power BI or Tableau). SQL or data-modelling skills are an advantage.

- Process mining (Celonis, Signavio or similar) and automation pipeline management (RPA, AI).

- ITIL service level management and quality management systems.

- Benefits realisation and business case development.

LEADERSHIP COMPETENCIES:

- Customer-centric leadership - Builds teams from zero - Drives change and adoption - Sound judgement under pressure - Influences without authority across countries - Data-led decision making - Coaches and develops talent - Holds a high bar on control.

EXPERIENCE AND QUALIFICATIONS:

Essential:

- 12+ years of experience, including 7+ years in shared services performance, excellence or transformation roles.

- Has built and run an ICC, command centre or equivalent governance function.

- Has deployed continuous improvement frameworks across multi-tower shared services centres.

- Lean Six Sigma Black Belt.

- Master's degree in Business, HR, Engineering or a related field.

Preferred:

- Transition PMO experience.

- Process mining certification.

- Change management certification (Prosci or equivalent).

KEY STAKEHOLDERS:

- Hub Director, all tower GPOs, Global HR leadership, HR technology and data teams, Finance, Internal Audit, transformation partners.