multiverse - Director, Capacity Planning & Operations
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Requirements
• Experience building a workforce planning or resource operations function from manual or early-stage to systematised and automated • Background managing contractor flex capacity as part of a workforce supply model • Familiarity with regulated workforce development markets or environments where compliance adds complexity to resource deployment • Experience with low-code platforms (Retool, Zapier, or similar) for operational tooling • One Allocations Lead who owns the matching engine as a product. One Non-Standard Capacity Lead for customisations and new programmes. One Data Senior Manager leading three analysts. TBD build resource for systems and tooling implementation, ring-fenced with a time-bound deliverable. • Metrics You Own • Forecast accuracy and bias, time-to-fill, bench duration, forward demand coverage, allocation process cost, utilisation rate (tracked as a guardrail against the operating model). Match quality is shared: Ops owns the engine and the data; delivery owns the final matching decision on complex allocations. Stakeholder satisfaction is a feedback loop: delivery surfaces issues, this function recalibrates.
Responsibilities
• Build and Run the Allocations Engine (~35%) • Define, build, and operate the system that translates demand into coach deployment. Own time-to-fill, allocation process cost, and bench and contractor flex decisions that keep the supply model solvent • Design the matching engine: routine, low-risk allocations run automatically; delivery owns the final decision where coach capability, learner context, and programme nuance require human judgment • Iterate the engine as the delivery model evolves toward Operating Model 2.0, including non-standard capacity modelling for new programmes, customisations, and DPT scaling • Lead Ops Analytics as the Central Intelligence Layer (~35%) • Coordinate dedicated analytical resources (one data Senior Manager, three analysts) as the shared data backbone across the full ops machine • Standing outputs: utilisation, bench duration, forward demand coverage, forecast accuracy, operating model performance. Surface the right data to the right consumers in the right cadence • Own the Cross-Functional Interface (~15%) • Ingest demand plans from finance and RevOps, translate into supply plans, produce resource-required projections that feed hiring and budget decisions • Serve as the named counterpart to delivery leadership on match quality trade-offs; own the stakeholder feedback loop on allocation quality • Build the tools and RACIs to decentralise budget ownership across individual VPs and Senior Directors • Scenario Planning & Strategic Projects (~10%) | Protect the Build (~5%) • Ad hoc modelling: operating model transition scenarios, restructure modelling, cost-to-serve deep dives, DPT operationalisation business cases • Steer the systems and tooling investment that moves this function from manual to automated. Ring-fenced build capacity with time-bound exit criteria • First Six Months • Produce a full scoping document for the future-state WFM system: fully automated, flexible, supporting the future delivery model, and fully absorbing allocations with no (or streamlined) inputs from operations SPCs and leaders • Build the tools, capability, and RACIs to hand over centralised budgeting into its component parts • Take full ownership of departmental delivery models (transitioning from the current owner) to standardise execution • Serve as de facto PM for DPT operationalisation, which directly overlaps with service tiers and downstream allocations impact • Establish the analytical operating rhythm: standing reports, consumption cadence, and the interface with finance, RevOps, and delivery
Benefits
• Multiverse is evolving from a services-led organisation into an AI-first, platform-led workforce transformation company. Our 200+ coaches are the mechanism through which learning translates into measurable business outcomes. To scale to $1bn+ in bookings, the system that deploys those coaches against variable demand must be as disciplined as the coaching itself. Today, workforce management, capacity planning, and allocations operate through manual processes, fragmented data, and institutional knowledge. The function works, but it does not scale. This role exists to build the supply engine that fuels delivery. Not delivery itself. • Time off - 27 days holiday, plus 5 additional days off: 1 life event day, 2 volunteer days, 2 company-wide wellbeing days (M-Powered Weekend) and 8 bank holidays per year • Health & Wellness- private medical Insurance with Bupa, a medical cashback scheme, life insurance, gym membership & wellness resources through Wellhub and access to Spill - all in one mental health support • Hybrid work offering - for most roles we collaborate in the office three days per week with the exception of Coaches and Instructors who collaborate in the office once a month
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