B&S Group
Clinical Operations Manager
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Role purpose
The Clinical Operations Manager will provide day-to-day operational oversight across clinical, systems, and business workstreams, acting as the CEO’s main point of coordination and escalation. The role ensures projects are progressing, risks are identified early, actions are closed out, and leadership is kept fully informed. This is a high-trust role focused on execution, accountability, and visibility across the organisation. The position is not just administrative; it is about driving control, pace, and follow-through.
Core responsibilities
- Monitor all active projects and key workstreams across clinical, operations, systems, and compliance.
- Maintain a live view of status, milestones, risks, dependencies, and overdue actions.
- Coordinate across internal teams and external partners to ensure decisions and actions are followed through.
- Escalate issues early, with clear options and recommendations.
- Track ownership for every action and ensure deadlines are met.
- Prepare concise daily and weekly updates for the CEO.
- Chair or coordinate review meetings where needed, including action logs and issue resolution.
- Support process improvement, governance, and operational discipline.
- Ensure documentation is current, accurate, and audit-ready where relevant.
- Act as a central point of contact for operational follow-up and performance tracking.
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Key deliverables
- A live master tracker of projects, actions, risks, and decisions.
- Daily CEO update covering progress, issues, blockers, and required decisions.
- Weekly summary report with status by workstream, key risks, overdue items, and next steps.
- Escalation log with owner, issue, impact, and resolution path.
- Meeting packs, action logs, and follow-up summaries.
- Clear visibility on what is on track, what is slipping, and what needs intervention.
KPIs
A good KPI set for this role would focus on visibility, control, and delivery:
- Percentage of projects with up-to-date status reporting.
- Percentage of actions closed on or before deadline.
- Number of overdue actions older than agreed threshold.
- Time from issue identification to escalation.
- Percentage of key risks flagged before deadline impact.
- Meeting action completion rate.
- Accuracy and timeliness of CEO reporting.
- Number of repeated issues not resolved after escalation.
- Stakeholder satisfaction with coordination and communication.
- Percentage of critical workstreams with clear owners, milestones, and next steps.
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Reporting cadence
- Daily: Short written update to the CEO, ideally by a fixed time each morning, covering completed actions, new risks, slippage, and decisions needed.
- Weekly: Structured summary report with traffic-light status for all major workstreams, key achievements, open risks, overdue items, and priorities for next week.
- Fortnightly or monthly: Deeper review of trends, recurring blockers, team performance, process gaps, and any improvement actions.
- Ad hoc: Immediate escalation for high-risk issues, missed deadlines, compliance concerns, or anything requiring CEO input.
What a good week looks like
A good week in this role means the CEO never has to wonder what is happening. The manager has already tracked the work, chased the owners, highlighted risks early, and prepared clear updates. Nothing important is discovered late, meetings produce actions with accountable owners, and any slippage is visible early enough to act. By the end of the week, there is a clear picture of progress, blockers, and next steps.
Benefits include:
- Car Salary Sacrifice
- Employee Assistance Programme
- Cycle to work scheme
- Pension
- Well-being events
- So much more!
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