PS Operations Director

Keyloop bridges the gap between dealers, manufacturers, technology suppliers and car buyers. We empower car dealers and manufacturers to fully embrace digital transformation. How? By creating innovative technology that makes selling cars better for our customers, and buying and owning cars better for theirs. We use cutting-edge technology to link our clients’ systems, departments and sites. We provide an open technology platform that’s shaping the industry for the future. We use data to help clients become more efficient, increase profitability and give more customers an amazing experience. Want to be part of it? Role Purpose The PS Operations Director is the CDO's execution partner on both operational performance and strategic transformation. This is one of the most senior and consequential roles in Keyloop PS — responsible for running the operational engine of the PS organisation while simultaneously driving the Services 2.0 change agenda that will take PS from a cost centre to a growth engine. Day to day, this role owns the operational infrastructure that keeps PS performing: financial reporting, resource management, utilisation, commercial governance, and the Services Sales Desk. Strategically, this role owns the execution of the transformation roadmap — workforce distribution into RDCs and GDCs, productised services operationalisation, AI and automation adoption, and the operating model changes that will deliver Keyloop's PS margin and growth targets. The PS Operations Director is a change agent and operational executor — as comfortable driving a transformation programme as owning the weekly performance cadence. This role sets the pace for the PS organisation, holds it to account, and ensures the distance between strategy and execution is as short as possible. Key Responsibilities 1. CDO Execution Partner: Operations & Strategy Operate as the CDO's primary execution partner — translating strategic priorities into operational plans, owning delivery against them, and keeping the CDO informed and ahead of issues. Own the PS operational rhythm: weekly and monthly performance reviews, scorecard management, initiative tracking, and exec reporting — ensuring the CDO has the right information at the right time, without having to chase it. Lead the Services 2.0 transformation programme on behalf of the CDO — coordinating workstream owners, tracking milestones, resolving blockers, and maintaining momentum across all transformation initiatives. Develop and maintain the PS scorecard and North Star metric framework; ensure targets are current, data is trusted, and progress is visible. Prepare CDO-level content for board, investor, and executive audiences — including PS performance packs, transformation progress updates, and strategic proposals. Act as a decision-making proxy for the CDO where appropriate — trusted to represent JW's position and priorities across the PS organisation. 2. Financial Performance & Commercial Discipline Own PS financial reporting in partnership with the PS Finance Business Partner: revenue, margin, utilisation, and forecast accuracy across all regions — ensuring leadership has a trusted, timely view of financial performance at all times. Drive commercial governance across PS: discount approval framework, SOW standards, pricing adherence, and free-of-charge tracking and approval. Own and operate the Services Sales Desk — central intake for all services sales requests, scoping routing, and discount governance. Auto-approve within defined parameters; escalate only what requires CDO decision. Lead PS budget planning and reforecasting cycles in partnership with the PS Finance Business Partner; maintain cost discipline across the PS cost base. Track and improve services attach rate, average deal value, and margin per engagement. Ensure the ARR services commercial model is operationally embedded — CSP billing, subscription tracking, and renewal visibility are all clean and accurate. Ensure standard day rates are published, communicated to the sales organisation, and adhered to across all new engagements. 3. Workforce Strategy & Delivery Centre Execution Own Keyloop's PS workforce distribution strategy — driving the planned migration of PS headcount into Regional Delivery Centres (RDCs) and Global Delivery Centres (GDCs) to achieve target cost and capability distribution. Manage the headcount plan: in-geography vs. centre-based ratios, hiring approvals (non-centre hires require CDO sign-off), and headcount cost vs. budget. Build and grow GDC capabilities across PS functions — project management, technical services, data migration, and consulting — in partnership with Regional VPs and Domain Leads. Lead the PS workforce transformation milestones: FY26 27% GDC, FY27 45% GDC, FY28 60% GDC — own the plan, track the progress, and remove the blockers. Partner with HR and Talent Acquisition to build talent pipelines into centres; ensure GDC teams are onboarded, developed, and integrated into Keyloop delivery culture. 4. Productised Services Operationalisation Own the operational implementation of Keyloop's productised services portfolio — Keyloop Traction, Keyloop SureStart, and Customer Success Plans — ensuring all required operational infrastructure is in place for each product to be sold and delivered consistently. Define and maintain the services catalogue, SKUs, and standard rate card; ensure pricing is current, published, and being used by the sales organisation. Implement and manage the standard SOW process — single quoting process, correct product selection, and commercial parameters enforced before deals are contracted. Track packaged delivery adoption: % of new deals quoted from standard packages vs. bespoke; drive the trend toward Keyloop's 75% packaged delivery target. Own sales enablement on productised services in partnership with the CRO — ensuring the sales organisation can articulate and sell Traction and SureStart confidently, and that enablement sessions are deliv