Multiverse - Director, Coach Platform
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Requirements
• 9+ years of experience in senior operational leadership roles, ideally spanning strategy, programme delivery, and platform/tooling ownership inside fast-growing technology or services organisations. • A track record of managing up and across — influencing senior stakeholders, aligning competing priorities across functions, and building coalitions to get complex things done. • Experience owning or overseeing internal platforms, tools, or systems where you were accountable for adoption and business impact (not just delivery). Product management experience is a strong plus, but you do not need to be a career PM. • Comfort with low-code and AI-assisted tooling. You do not need to build in Retool yourself, but you must understand the possibilities and constraints of low-code ecosystems well enough to set direction, evaluate trade-offs, and hold a technical team accountable. • The ability to operate at two altitudes simultaneously: setting strategic direction for the next two quarters while ensuring the team delivers reliably against the current one. • Strong judgement about when to systematise and when to stay lean. You know the difference between necessary process and premature bureaucracy. • Excellent written and verbal communication. You can construct a clear business case, present to senior leadership, and influence without authority. • Experience in education, training, or learning organisations, with direct exposure to coaching or instructional delivery models. • A background in management consulting, BizOps, or operational strategy at a high-growth scale-up. • Previous experience as a “Head of Internal Product,” “Director of Product Ops,” or similar hybrid operator-product role. • Familiarity with regulated workforce development markets and the challenge of productising compliance. • Experience managing external contractors and converting scrappy teams into high-performing, scalable functions.
Responsibilities
• STRATEGY AND ROADMAP • Define and own the 12-month Sidekick roadmap, sequenced around business outcomes (reduced coach admin load, increased learner-facing time, improved retention metrics) rather than feature requests. • Set the strategic direction for Sidekick’s evolution from an admin-reduction tool to a competitive differentiator supporting agentic upskilling and personalised delivery. • Build and present the business case for team growth, resourcing decisions, and investment trade-offs to senior leadership. • Work two quarters ahead: while the team delivers against the current sprint, you are shaping the next phase, identifying dependencies, and clearing the path. • STAKEHOLDER LEADERSHIP • Serve as the primary interface between Sidekick and the rest of the organisation — particularly central Product and Engineering, Delivery leadership, Data & Insights, and Support & Enablement. • Navigate the collaborative boundary between Sidekick (coach-specific tooling, built in low-code) and the core platform (customer and learner systems, built by central Engineering). Own this seam; do not let it become a gap. • Translate operational needs into clear requirements and priorities that central teams can act on, and translate platform constraints back into pragmatic Sidekick decisions. • Represent the coaching operations perspective in cross-functional planning, ensuring Sidekick has the lead time, data access, and integration support it needs. • TEAM LEVERAGE AND ACCOUNTABILITY • Lead the existing team (2 FTEs, 3 contractors) with clear accountability structures, so that day-to-day feature development and operational support run without your constant involvement. • Instil the operational disciplines the team needs — discovery processes, prioritisation frameworks, release hygiene — without turning a lean, agile squad into a bureaucracy. • Create the conditions for the team to be self-sufficient on execution, freeing you to focus on strategy, stakeholder alignment, and forward planning. • Build evidence-based cases for team expansion as the function scales and the business case warrants it. • ADOPTION AND OUTCOMES • Own the full build-launch-adoption cycle. Success is not features shipped; it is reduced cognitive load, increased learner-facing time, and measurable coach sentiment improvement. • Partner with Data & Insights to solve data fragmentation and “shadow ledger” issues, ensuring the backend supports reliable, high-quality reporting. • Drive adoption as a first-class metric, working with Support and Enablement to ensure coaches actually use (and benefit from) what gets built.
Benefits
• Competitive salary and share options. Bupa medical insurance and cashback plan. Gym membership through Wellhub. 24 days holiday plus 3 company shutdown days, 1 life event day, and 2 volunteer days. 10 days per year working from abroad. Salary sacrifice pension (5% employee, 4% employer). Workplace nursery benefit. MPowered Days (2 additional company-wide days off). Life insurance through AIG. • 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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