multiverse - Director, Delivery Operations - Learner Acquisition

• Fulfilment & Learner Onboarding • Own the learner acquisition funnel end-to-end: info sessions, application processing, assessment, matching, onboarding, and programme start. Ensure fulfilment keeps pace with new product scaling and is never a blocker to revenue realisation. • Transform onboarding into a platform-led experience that improves retention and reduces early-stage churn. This is the single highest-leverage area in the function. • Build a B2C-style learner funnel with risk modelling, tiered assessment, and async awareness levers to decouple headcount from sales volume. Partner with Product and Tech to ensure operational readiness for each stage of platform productisation. • Tactical Top-of-Funnel Operations • Own day-to-day funnel performance: conversion rates, cycle times, capacity utilisation, and quality at each stage. • Build demand forecasting and capacity planning that translates sales pipeline into operational readiness. Establish SLA frameworks with Sales and Implementation that create shared accountability for funnel throughput and learner experience. • Ensure regulatory compliance is built into process, not bolted on: prior learning assessments, funding eligibility checks, regulatory documentation, and funding body requirements. • Strategic B2C Motion Reset • Architect the shift from a headcount-dependent funnel to a scalable, platform-led acquisition engine. Design the target operating model: what is automated, what is human, where AI augments, and how the funnel evolves as the product matures. • Define the data and analytics layer that gives the function and its stakeholders genuine visibility into funnel health, risk, and opportunity. • Build the executive-level business case for fulfilment investment as revenue protection and acquisition efficiency, not cost reduction. • Cross-Functional Leadership • Act as the single-threaded owner of the learner acquisition journey, ending the coordination tax across Admissions, Implementation, Fulfilment, and Sales. • Partner with Product and Engineering on platform productisation, ensuring operational requirements shape the build roadmap rather than chasing it. • Establish operational readiness processes for new programmes, products, and market entries, backed by reporting and analytics infrastructure that moves the function from anecdote to evidence. • You design operating models, not just processes. You think about how the funnel should work in 18 months, not just how to clear the backlog this week. • You understand the compounding relationship between data quality, process standardisation, and scalable operations, and you have seen what happens when teams skip the foundation. • You design metric frameworks with leading, process, and output layers. You build dashboards that give an executive team genuine confidence in the state of the function. • You understand the interplay between product evolution and operational readiness, and you have experience shaping a build roadmap from the operations seat. • You Lead With Conviction and Clarity • You are direct, evidence-led, and comfortable pushing back on senior stakeholders. You name risks honestly in rooms where others defer. • You prioritise ruthlessly across competing demands, identify the highest-leverage moves, and articulate to both teams and leadership why certain things must wait. • You are a strong people leader who has managed managers. You can develop people through a transformation and build a team that operates with pace and rigour. • You operate with urgency and decisiveness while maintaining the quality guardrails that prevent short-term speed from destroying trust, brand, and regulatory standing.