• Translate operational reality into the platform’s ontology by understanding the important entities, relationships, events, data, processes, permissions, and decisions behind how the company operates.
• Help create a connected operational model rather than another collection of disconnected systems and databases.
• Build towards a trusted operational foundation that allows people, applications, and AI agents to understand the company consistently.

Design and Build Better Ways of Working

• Turn operational understanding into working solutions, which may include:
  • AI agents and copilots
  • Automated workflows
  • Decision-support applications
  • Operational dashboards
  • Data products
  • Integrations
  • Approvals and controls
  • Forecasting tools
  • Internal applications
  • Exception-management tools
  • Knowledge systems
• Prototype quickly, put solutions in front of users early, and iterate based on evidence.
• Know when to configure the platform, integrate existing systems, or write code.
• Redesign the work rather than simply automating an existing process.

Own the Journey from Prototype to Production

• Take solutions through the complete journey:
  • Problem → Prototype → MVP → Production → Adoption → Measured Impact
• Take responsibility for architecture, data quality, security, permissions, reliability, testing and evaluation, controls and auditability, user experience, adoption, documentation, and ongoing ownership.
• Move quickly without creating future operational debt.

Build an AI-First Operating Company

• Help determine:
  • What should be automated
  • What should be augmented
  • Where human judgement remains essential
  • Where AI agents can act independently
  • What controls and approvals are required
  • How AI performance should be evaluated
  • How processes should change as technology improves
• Focus on better decisions, faster execution, and dramatically less operational friction, not simply “more AI”.

Measure Real Business Impact

• Establish a baseline, define success, and measure the results of every deployment.
• Measures may include:
  • Shorter cycle times
  • Improved forecast accuracy
  • Fewer manual interventions
  • Better customer insight
  • Faster onboarding
  • Improved data quality
  • Reduced cost-to-serve
  • Better management information
  • Faster acquisition integration
  • Improved employee experience
  • Increased organisational capacity

Build Capability, Not Dependency

• Build alongside operational teams, document what you create, and establish runbooks and operating standards.
• Train users and internal owners, transfer knowledge, and create reusable components and patterns.
• Develop people who can continue improving the system, ensuring the team is more capable than when you arrived.

Make the Company Its First Proving Ground

• Work closely with Product and Engineering to identify:
  • Where the platform accelerates transformation
  • Where the operational data layer needs to evolve
  • Where tooling creates friction
  • Which patterns should become platform capabilities
  • Which internal solutions could become customer accelerators
  • What customer-facing Forward Engineers need from the platform
• Ensure every successful internal deployment makes the next customer deployment faster.
• Feed learning from internal operations and customer deployments back into ongoing platform improvement.

Key Skills, Experience, and Qualifications

Engineering and Platform Fluency

• Experience designing or building production systems.
• Strong understanding of data modelling, APIs, and integrations.
• Experience working across modern SaaS and enterprise platforms.
• Confidence using low-code and no-code tools where appropriate.
• Sufficient coding capability to build or extend solutions when required.
• Experience with LLMs, AI applications, or agentic systems—or the aptitude to become highly capable quickly.
• Understanding of security, permissions, governance, and production reliability.

Operational Understanding

• Understanding of how businesses operate, with experience in areas such as:
  • Finance
  • People
  • Revenue Operations
  • Customer Operations
  • Supply Chain
  • Enterprise systems
  • Business transformation
• Recognition that changing a process involves more than changing software. It also involves people, incentives, data, controls, behaviours, and decisions.

Problem Solving

• Comfortable entering an ambiguous situation and creating clarity.
• Able to move from identifying a broken process to defining:
  • The underlying problem
  • How the business should operate instead
  • The system or solution that should be built

Communication and Influence

• Able to work with everyone from frontline users to the Executive team.
• Able to explain complex technical ideas simply and listen effectively.
• Challenges constructively and can influence change without relying on organisational authority.

Values

• We are United: As part of a team, we’re better together.
• We are Agile: Be the change; we’re on a journey.
• We are Trusted: Do the right thing; we own this.
• We are Driven: Get stuck in; we make it happen.