Business Process and Delivery Lead

Role Purpose

To design, implement, and embed improved business processes across Ailo, and to lead the structured delivery of the projects that bring those improvements to life. This is a hands-on execution role. The person owns both the quality of the process solution and the rigour of its delivery, working across every function from problem identification through to sustained adoption. It is not a consulting or advisory role. The measure of success is change that sticks.

Critically, the candidate must demonstrate an ability to distinguish between delivery structure that accelerates outcomes and process compliance that creates the appearance of rigour without the substance. Ailo is not looking for a methodology evangelist. It is looking for someone who builds the lightest governance structure that keeps complex, concurrent work on track, and who knows when to strip a framework back and when to tighten it up.

The right person will think from first principles, designing processes and delivery structures that fit the way Ailo actually works rather than retrofitting frameworks built for someone else. They will approach every process challenge with an AI-first lens, asking where agents can eliminate or transform a workflow entirely before asking how to improve the manual version.

Key Responsibilities

Project Management

• Lead delivery of process improvement initiatives and other operational projects. This includes defining scope, milestones, resource requirements, and success criteria at the outset; actively managing risks, dependencies, and blockers throughout; and producing the reporting artefacts that keep stakeholders and Resource Allocation Group (RAG) informed at the right cadence.
• Work with functional leaders to design and deliver key operational projects.
• Manage concurrent workstreams without losing delivery discipline. This role will run multiple initiatives simultaneously across different functions and must maintain clarity on priority, progress, and escalation paths across all of them.
• Work with project owners to ensure the conditions for delivery success are in place across the active project portfolio. Identify where projects lack clear scope, ownership, or milestone discipline before they become at-risk, and build lightweight execution structures that reduce friction without creating administrative overhead. The goal is a portfolio that moves fast and stays visible, not one that is well-documented but slow.
• Build stakeholder buy-in and drive adoption across functions. Resistance to change is a delivery risk, not a separate problem. This person owns it.

Process Improvement and Implementation

• Partner with department heads, team leads, and domain experts to diagnose root causes of operational failure, not just symptoms. Use structured analytical methods to baseline current state performance before proposing solutions.
• Design and document end-to-end process improvements that are implementable, measurable, and scalable. Produce clear process models, ownership maps, and governance frameworks that allow the business to operate the improved process without ongoing dependency on this role.
• Establish measurement frameworks before and after implementation to validate whether the process change delivered the intended outcome. Iterate based on evidence, not assumption.
• Create feedback loops and ownership structures that ensure improvements are sustained after handover. If the process reverts when this person moves to the next project, the project has failed.
• Create clear accountability and ownership of processes and practices across the business, embedding governance structures that outlast the project itself.

Required Experience

• Minimum five to six years in a role that combined process design and hands-on project delivery, with demonstrable outcomes in both. Applications that show strength in only one discipline will not meet the bar.
• Proven track record of leading cross-functional projects from initiation through to embedded adoption. Experience must include scope definition, milestone tracking, risk and dependency management, and stakeholder reporting.
• Demonstrated experience in structured process design, including current-state analysis, root cause diagnosis, process modelling, and post-implementation measurement.
• Experience operating in a scaled or scaling technology business is strongly preferred. An engineering background or technical literacy is an advantage given regular interaction with product and engineering teams.
• Demonstrated ability to drive organisational change across functions without direct authority. Recommending is not sufficient. This role must implement.
• Experience working with and managing expectations across a broad range of internal and external stakeholders.

Key Qualities

• Able to think in first principles rather than imported frameworks. When a process or delivery structure is needed, this person builds it from the ground up to fit Ailo's way of working, rather than applying a methodology designed for a different context. The solutions they create should be recognisably ours.
• Highly analytical, with strong systems thinking and an ability to hold a broad and accurate mental model of how changes in one part of the business propagate through others, including people, process, and technical systems.
• Disciplined project manager who treats governance, documentation, and escalation as core to the job, not administrative overhead.
• Naturally collaborative and able to influence without authority, while remaining clear about accountability and ownership.
• Comfortable in ambiguity and capable of driving toward clarity without waiting to be told what to do.
• Action-oriented with a strong bias toward implementation. This is not a strategy or design role that hands off to others for delivery.
• Able to articulate multiple perspectives when diagnosing a problem, and equally able to make a clear recommendation once the diagnosis is complete.