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The Head of Group Programme Office owns the central coordination and governance function connecting all divisions of the organisation. Reporting directly to the Deputy CEO, the role owns the cross-divisional operating methodology, the escalation framework, and the unified operational platform strategy. While operational execution and resource ownership remain within the divisions, this function owns the governance, transparency, coordination discipline, productivity measurement, and executive operational intelligence layer across the organization. Key Responsibilities Cross-Divisional Coordination Act as the central coordination point between MDR, MRC, DFIR, Product, Technology, and Customer Success, ensuring work that crosses divisional boundaries has a defined owner, a tracked status, and a clear path to closure. Define, implement and evolve the operating methodology governing how cross-divisional requests are raised, acknowledged, prioritized, tracked, and closed — and ensure it is adopted consistently across all divisions. Facilitate operational governance meetings, cross-divisional planning cadences, and performance review forums. Drive alignment between operational priorities, customer commitments, product roadmap dependencies, and resource availability — without overriding divisional decision-making authority. Escalation Management & Organizational Effectiveness Serve as the named escalation owner for cross-divisional bottlenecks, delivery blockers, and process inefficiencies — ensuring issues are resolved at the right level and with the right urgency. Coordinate root-cause analysis on recurring cross-divisional failures and ensure remediation ownership is assigned, tracked, and closed — not absorbed informally. Escalate unresolved operational risks to the Deputy CEO with clear, structured framing: facts, impact, urgency, and recommended action. Own the acknowledgement SLA framework for cross-divisional requests — ensuring that when work is sent from one division to another, receipt and ownership are confirmed within an agreed timeframe. Operational Platform Ownership Lead the assessment, selection, and implementation of a unified operational platform to consolidate and standardise tooling across all divisions, consolidating operational tooling where appropriate into a single operational management ecosystem. Work closely with the CTIO and divisional leadership to design and oversee the integration between client-facing service management tooling and the internal operational platform, ensuring the architecture reflects the target operating model. Own the platform administration model, workflow configuration standards, reporting structures, and operational data integrity. Drive process standardisation initiatives across operational and service management workflows while respecting division-specific operational realities. Performance Governance and Executive Reporting Define and monitor operational KPIs, utilisation models, SLA adherence, and delivery efficiency indicators across all divisions — providing the Deputy CEO with a regular, reliable operational intelligence feed rather than ad hoc updates. Standardise operational reporting methodologies and governance practices across service and product functions, creating a consistent and comparable view of performance across the organisation. Prepare executive operational reviews, cross-divisional performance summaries, and organisational health reports. Support strategic operational transformation initiatives, scalability planning, and operational maturity programmes as the organisation grows. Requirements 8 to 12 years in operational leadership, programme governance, or cross-functional coordination roles — depth of experience in complex multi-service environments weighted more heavily than years. Proven experience within cybersecurity, MSSP, SOC operations, DFIR, SaaS, or technology-driven managed services