Operational Frameworks Lead

Reporting into the Head of Operational Strategy, P&C, the role holder plays a central role ensuring P&C Operations is performing in the most efficient and effective manner and in alignment with all strategic priorities. Acting as an internal advisor and partner to wider leadership within each Function, this role ensures consistency in how teams are set-up and measured for success – identifying strengths, weaknesses, opportunities and threats to improve core ways of working, decision-making and execution.

A key priority of the role is to develop a core set of best practices to help streamline processes, improve competencies and achieve operational excellence across all Functions. The Operational Frameworks Lead collaborates with teams across P&C Operations to benchmark their current state, identify gaps and co-develop actional improvement plans – allowing Functional leaders to take ownership of execution. This role will establish the use of frameworks such as Objectives and Key Results (OKRs) by Functional Leaders, ensuring that Functional and Individual goals are strategically aligned, measurable and actively used to track progress and drive focus.

The Operational Frameworks Lead helps shape a consistent, high-performing culture across P&C Operations – not by enforcing rigid models, but by enabling decision makers to reflect, plan and improve based on shared principles of effectiveness, autonomy and strategic clarity. The role works in close collaboration with wider Operational Strategy leaders with specific focus areas, notably risk and information maturity, to ensure that improvements in operational design are supported by the right information and thorough analyses.

Required experience & competencies

• Proven leadership experience in operational improvement, internal/external consulting, business management or strategic operations within a complex or matrixed, regulated environment
• Experience conducting structured assessments of operations environments, including, but not limited to, team effectiveness, organisational health or ways of working, with a focus on identifying opportunities for improvement
• Demonstrated ability to partner with leadership teams to co-develop practical, team-owned action plans
• Exposure to OKR implementation or similar performance frameworks (e.g. KPIs, Balanced Scorecard), with a strong grasp of how to drive behavioural adoption
• Comfortable influencing without formal authority, with a track record of delivering impact through relationships and trust
• Experience working cross-functionally and navigating ambiguity, particularly in evolving or transformation-focussed environments
• Excellent analytical and problem-solving skills, with the ability to make data-driven decisions.
• Communication: Superior communication skills, both written and verbal, with the ability to effectively convey complex information to diverse audiences (confident with presentation decks, data, storyboarding and reporting to executive leadership teams)
• Highly organised with excellent delivery
• Ability to adapt to changing business environments and drive continuous improvement.
• Ability to build and maintain strong relationships with internal and external stakeholders at multiple levels and across disciplines
• A forward-thinking approach with a passion for driving innovation and operational excellence

• Occasional travel to SCOR overseas offices may be required.

Required Education 

• Bachelor’s Degree (or equivalent) in a relevant field such as Business Administration, Economics, or a related discipline
• A postgraduate qualification (e.g. MBA, business strategy, organisational effectiveness or equivalent) is advantageous but not essential
• Equivalent professional experience in improving operational effectiveness or leading strategic change may be considered in place of formal academic qualifications

1. Operational Effectiveness Assessment

   • Conduct structured reviews to assess how teams across P&C Operations function day-to-day – including decision-making processes, governance routines, roles and responsibilities and collaboration practices

   • Identify strengths, inefficiencies and structural gaps by benchmarking current processes against clearly defined principles and best practices established by Functional Leaders.

   • Identify opportunities for teams to become more focussed, agile and aligned to strategic priorities

   • Identify process risks and design fit-for-purpose controls, ensuring that control requirements are embedded within process designs, documented in process models and procedures, and aligned with operational, compliance, and governance expectations.[MV1] 

1. Embedding OKRs as a Strategic Tool

   • Lead the rollout and embedding of Objectives and Key Results (OKRs) as a tool for driving strategic alignment, accountability and performance visibility

   • Support teams in defining clear, outcome-based objectives and measurable key results that align to broader functional goals

   • Build capability and confidence across teams to use OKRs as an active management tool, not just a reporting requirement

1. Cross-Functional Alignment

   • Collaborate across the Operational Strategy team to ensure that operational design improvements are supported by the right information flows and control environments

   • Ensure there is a shared understanding across teams of how performance, risk and delivery metrics are connected within the broader strategy

2. Facilitate communication and collaboration 

   • Work closely with Functional leaders across P&C Operations to understand and assess how their teams run today and where improvements could be made

   • Support them in identifying practical changes that will help their teams work more effectively, communicate more clearly and stay better focussed on their goals

   • Provide structure, guidance and useful tools – while ensuring each team owns and delivers its own execution/improvement plans

   • Encourage a consistent, high-quality approach across teams, while allowing flexibility for local context

3. Strategic Advisory & Influence

   • Act as a trusted advisor to the Head of Operational Strategy, P&C and the wider P&C Operations leadership team on emerging themes, systemic issues or common improvement areas

   • Provide insight into where the function may need to evolve its structures, rhythms or priorities to operate more effectively as a whole

   • Influence leaders to engage with and commit to continuous improvement, through a collaborative and non-prescriptive approach

1. Enablement and Culture Building

   • Foster a culture of reflection, accountability and empowerment across P&C Operations

   • Create tools, guides and principles that help teams sustain improvements over time

   • Support the maturity and evolution of operational excellence capabilities across the team