Group Performance Management Lead

• leadership, you will have the only truly holistic, cross-functional view of how the group is performing across
• all business entities, acquisitions, portfolio investments, and leadership layers.

Responsibilities

• Build and maintain a holistic performance view across all group entities — business units, acquisitions, and functions
• Track whether acquired companies are delivering on the reasons they were acquired — integration, revenue targets, product delivery, embedment into the group
• Identify whether business units are integrating into the group or operating as lone wolves
• Determine what is not working across the group — whether the issue is people, management, structure, or embedment — and surface it clearly to leadership
• Track synergies across group entities — are they collaborating, where are the gaps, where are the redundancies
• Hold regular conversations up and down the organisation at all levels to build a picture no single stakeholder can see from where they sit
• Feed findings to leadership so interventions can be made — through people, strategy, structure, or resource decisions
• Be the early warning system — by the time something becomes a crisis it should already have been flagged

Requirements

• Experience spanning both commercial operations and people — not one or the other, genuinely both
• Has worked in a group, holding company, portfolio, or multi-entity environment where they had oversight above individual business units
• Has sat close to a CEO or CFO office, chief of staff function, or group strategy function
• Has built or run a cross-functional performance framework — not just departmental KPIs
• Has experience tracking whether acquired or invested companies delivered post-close
• Deeply people-oriented — can walk into any room at any level and make people feel heard, not assessed. Non-negotiable.
• Very pleasant and outward-facing — goes to people, does not wait for people to come to them
• Commercially driven — understands how businesses make decisions, not just how people behave. This is not a pure people role.
• A connector — takes inputs from finance, people, and commercial and synthesises them into one clear picture that is more useful than any of those inputs alone
• Can surface difficult truths — will know uncomfortable things about the organisation and must be able to bring them to leadership in a way that lands and can be acted on

WHAT THIS PERSON IS NOT

• Purely HR background — will default to people metrics and miss the commercial dimension
• Purely finance background — will default to numbers and cannot do the relationship layer
• Has only ever worked inside one function or one business unit
• Conflict-averse — there will be moments requiring uncomfortable truths told upward
• Needs a defined process to operate — this function is being built from scratch

STRUCTURE

• Reports directly to group leadership
• Completely independent — not within any existing department
• No direct reports initially
• People Operations is a stakeholder and point of contact on people-related matters