Operational Lead - Systems & Delivery

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    "description": "<p><span style=\"font-weight: bold\">BLOOM</span><br><span style=\"font-weight: bold\">Operational Lead — Systems &amp; Delivery</span><br><br>Full-time  ·  London, Hybrid (2 days in office)  ·  Reports to Chief Experience Officer<br><br><span style=\"font-weight: bold\">About Bloom</span><br>Bloom is a next-generation career coaching platform on a mission to make high-quality coaching accessible to everyone at work — not just leaders and executives.<br><br>We combine human coaching with AI-powered insight to deliver scalable coaching experiences to global organisations. Our offering spans 1:1, triadic, group, and 1:Many formats, and we’re continuing to evolve how people learn and grow at work.<br><br>We’re entering our next phase of scale. Our clients include some of the world’s leading organisations, and our product is growing faster than our current systems were designed to handle. That’s where this role comes in.<br><br>You can read more about what we do on our LinkedIn, watch an overview of our product or read what the press has been saying.<br></p>\n<p><br></p>\n<p><br><span style=\"font-weight: bold\">The Role</span><br>We’re looking for an Operational Lead (Systems &amp; Delivery) who thinks like a product person - someone who looks at how coaching is delivered and asks: what’s the system here, who are its users, and where is it breaking down?<br><br><span style=\"font-weight: bold\">→ </span><em>This isn’t a role for someone who maintains operations. It’s for someone who redesigns them — and then builds the systems that make the new design work at scale.</em><br><br>You’ll own the operational engine behind Bloom’s coaching delivery: the workflows, tools, automations, and processes that allow us to run high-quality coaching without everything running through a person.<br><br>You’ll work closely with the Chief Experience Officer, translating coaching experience strategy into functioning systems — and pushing back when the strategy needs to be more buildable. You’ll also work cross-functionally with Product and Customer Success, acting as the operational layer that connects them.<br><br>This role sits at the intersection of operations, product thinking, and systems design. If you’ve spent time in product, operations, or growth roles at a scaling company — and you’ve built internal tooling, redesigned delivery workflows, or led automation projects — we’d love to talk.<br><br><span style=\"font-weight: bold\">→ </span><em>A background in coaching or L&amp;D is helpful, but so is a fresh perspective on how this industry operates is something we actively value.</em><br><br><br><span style=\"font-weight: bold\">How You Think About Operations</span><br>We’re specific about this because it shapes everything about how this role works.<br><br>–     You treat internal operations as a product — with users (coaches, CSMs, clients), friction points, iteration cycles, and a roadmap<br>–     You know when to automate, when to systematise, and when a better human process is the right answer.<br>–     You ask “why does this process exist?” before you improve it, and you’re comfortable retiring things that no longer serve<br>–     When you spot a manual process, your first instinct is to understand it fully — your second is to design it out<br>–     You distinguish between “fix it now” and “build it properly”, and you know when each is right<br>–     You build for the next 10x, not just the next quarter<br>–     You’re comfortable with ambiguity, but you create structure for the people around you<br><br><br><span style=\"font-weight: bold\">What You’ll Own</span></p>\n<p><br><span style=\"font-weight: bold\">Delivery Systems &amp; Automation</span><br>–     Own the end-to-end delivery infrastructure for Bloom’s coaching programmes across all formats<br>–     Audit existing workflows and identify where manual effort, inconsistency, or fragility exist<br>–     Design and implement automation and AI-assisted processes that replace operational drag<br>–     Build the tooling and system logic that makes delivery reliable without requiring constant human intervention<br>–     Hold the balance between shipping now and building something that scales<br><br><span style=\"font-weight: bold\">Capacity &amp; Coach Network</span><br>–     Own the capacity model — how we forecast demand, allocate coaches, and respond when supply and demand are misaligned<br>–     Design the systems and communication frameworks that keep the coach network informed and performing<br>–     Maintain visibility across network health by region and format — and build the insight layer that surfaces problems early<br>–     Partner with Coach Growth Partners on performance and quality; own the operational decisions that follow<br><br><span style=\"font-weight: bold\">Quality &amp; Standards</span><br>–     Define what ‘operational quality’ means at Bloom, and build the systems that measure and maintain it<br>–     Improve how we identify, escalate, and resolve delivery issues — reducing time-to-resolution and increasing consistency<br>–     Ensure coach-facing systems and communications reflect Bloom’s evolving delivery standards<br><br><span style=\"font-weight: bold\">Data &amp; Insight</span><br>–     Define what we track, why we track it, and what we do with it<br>–     Build reporting rhythms and dashboards that give the business genuine operational visibility<br>–     Translate data into decisions, not just summaries<br>–     Working closely with CS to provide qualitative insights to support account growth<br><br><span style=\"font-weight: bold\">Team Leadership</span><br>–     Lead and develop a small, high-impact team across operations, coach network, and quality<br>–     Build a culture of ownership, systems thinking, and structured proactivity<br>–     Create clear operating rhythms, expectations, and development paths within the team<br><br><span style=\"font-weight: bold\">Cross-Functional Collaboration</span><br>–     Act as the operational interface between Coaching, Product, and Customer Success<br>–     Contribute to product decisions — especially where delivery and platform intersect<br>–     Lead operational readiness for new client launches, pilots, and format rollouts<br><br><br><span style=\"font-weight: bold\">What We’re Looking For</span></p>\n<p><br><span style=\"font-weight: bold\">Core Experience</span><br>–     Background in operations, product, growth, or systems roles at a scaling company<br>–     Track record of redesigning — not just improving — operational workflows<br>–     Experience building or owning internal tooling, automation, or systems (not just using them)<br>–     Comfortable working across Product, Customer Success, and Operations functions<br><br><span style=\"font-weight: bold\">Systems Thinking</span><br>–     Able to hold the architecture of a complex system in mind while fixing something specific<br>–     Strong instinct for where automation adds real value vs. where human judgment is irreplaceable<br>–     Comfortable designing workflows from scratch, not just optimising what exists<br><br><span style=\"font-weight: bold\">Leadership</span><br>–     Experience managing and growing individuals or small teams<br>–     Creates clarity and accountability without needing to be in the room for every decision<br>–     Comfortable making calls with incomplete information<br><br><span style=\"font-weight: bold\">Mindset</span><br>–     Entrepreneurial — spots opportunities, takes ownership, doesn’t wait to be asked<br>–     Practical and pragmatic — knows the difference between the ideal solution and the right solution for now<br>–     Strong communicator who brings structure to complexity without oversimplifying it<br>–     Brings energy and calm in equal measure<br><br><span style=\"font-weight: bold\">Nice to Have</span><br>–     Exposure to coaching, L&amp;D, or behavioural change environments<br>–     Experience using or building with AI / LLM-powered tooling in operational contexts<br>–     Familiarity with workflow platforms such as Make, Zapier, Notion, or Airtable<br><br><br><span style=\"font-weight: bold\">Why Join Bloom</span><br>–     Play a central role in scaling a product that is reshaping how organisations develop their people<br>–     Work directly with senior leadership and have real influence over how Bloom operates and grows<br>–     Build systems that directly impact thousands of coaching users globally<br>–     Be the person who defines what operational excellence looks like at Bloom — not inherits someone else’s version of it<br>–     A culture of high ownership, honest feedback, and meaningful work<br><br>Hybrid working. London-based. 2 days in office.<br><br><br><span style=\"font-weight: bold\">Application Form Questions</span><br><br><span style=\"font-weight: bold\">Q1 — Automation and AI in operations</span><br>Describe a time you used automation or AI to meaningfully change how an operation worked — not just to save time, but to change the underlying model. What did you build, what tools did you use, and what did you deliberately keep manual and why?<br><span style=\"font-weight: bold\">Q2 — Designed from scratch</span><br>Tell us about a system, workflow, or internal tool that you designed or significantly shaped from scratch. What problem were you solving, how did you think about the architecture of the solution, and what would you do differently now?<br><span style=\"font-weight: bold\">Q3 — Your internal users</span><br>Think about a team or group of people whose experience of an internal system or process you’ve been responsible for. How did you understand what they needed? How did you improve it for them?<br><span style=\"font-weight: bold\">Q4 — Working across teams</span><br>Give us an example of working across Product, Customer Success, or a similar function to deliver something operational. What was your role, what tensions came up, and how did you navigate them?<br><br><span style=\"font-weight: bold\">Q5 — Scaling something that was already working</span><br>Tell us about an operation or delivery model that was functioning well at one scale but started to break as demand grew. What changed, what did you prioritise, and what trade-offs did you make?<br><br><span style=\"font-weight: bold\">The Interview Process</span><br><span style=\"font-weight: bold\">Stage 1 — Initial Interview (30–45 mins)</span><br>Focused on experience, working style, and role fit.<br><span style=\"font-weight: bold\">Stage 2 — Deep Dive (60 mins)</span><br>Successful candidates will complete a short DISC profile and a Working with Me; document before this stage positioned as a collaboration tool, not an assessment.<br>You’ll also be asked to prepare a response to a short operational challenge shared in advance<br><span style=\"font-weight: bold\">Stage 3 — Culture &amp; Team Interview (45 mins)</span><br>With existing team and department heads<br><span style=\"font-weight: bold\">Stage 4 — Offer - CEO / CFO (45 mins)</span></p>",
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