Head of AI Transformation

AI is going to fundamentally change how companies operate. At Chip, we don't want to bolt AI onto the way we work today – we want to use it to rethink how we operate, make decisions and scale.

We're looking for a Head of AI Transformation to work directly with our COO and leadership team to make that happen.

This role will sit at the heart of how Chip operates and evolves. Alongside driving our AI transformation, you'll work directly with the COO on our broader operating model – how the organisation is structured, how work flows across teams, how decisions get made, how priorities translate into execution, and how we create the operating leverage required to scale.

This is not an AI strategy role where success means producing a roadmap. And it isn't a traditional programme management role.

It's a business transformation and operating role, with AI as one of the most important tools available to you.

You'll identify where AI, automation and changes to the way we operate can materially improve the business, turn those opportunities into executable initiatives and drive them through to measurable results.

You'll work across every part of Chip – Operations, Customer Service, Finance, Risk & Compliance, Marketing, Product, Engineering, People and our leadership teams – looking horizontally across the organisation rather than optimising functions in isolation.

You'll help us understand how work actually flows through Chip, where time and capacity are being consumed, where processes are unnecessarily manual, where ownership or decision-making is unclear, where organisational friction is slowing us down, and where AI or changes to our operating model can enable us to operate faster, smarter and at greater scale.

Most importantly, you'll make things happen.

What you can expect to be doing:

• Work directly with the COO on how Chip operates and scales. Help evolve our operating model as the business grows – looking at organisational structures, accountabilities, decision-making, governance, ways of working and how teams interact across the company.
• Identify and solve cross-business operating problems. Some of the biggest opportunities won't belong to a single function. You'll get underneath issues that cut across teams, establish what's really causing them and drive the changes required to fix them.
• Improve how strategy turns into execution. Help create stronger connections between company priorities, functional plans and the work actually happening across the organisation – ensuring we can see where resources are being deployed, where delivery is off track and where leadership intervention is required.
• Drive operating leverage. Constantly look for opportunities to increase the amount Chip can deliver without proportionately increasing cost or headcount – through better processes, clearer accountability, technology, automation, AI and changes to how work is organised.
• Challenge organisational complexity. Identify unnecessary hand-offs, duplicated activity, unclear ownership, excessive reporting, slow decision-making and processes that have accumulated as the business has grown – and simplify them.
• Help the COO maintain a business-wide view of performance and execution. Surface emerging issues, dependencies, capacity constraints and opportunities that might otherwise remain within individual functions.
• Lead selected COO-sponsored strategic and operational initiatives. Where an important business problem or opportunity cuts across existing organisational boundaries, take ownership of getting it understood, structured and delivered.
• Own Chip's business-wide AI transformation programme, translating our ambitions for AI into a prioritised portfolio of initiatives with clear owners, milestones and measurable outcomes.
• Find the highest-value opportunities across the business. Get underneath how teams actually operate, identify friction, manual work, duplicated effort and broken workflows, and determine where AI, automation or operating-model change can create meaningful commercial or operational value.
• Turn opportunities into working solutions. Take ideas from discovery and business case through prototyping, implementation, adoption and measurement rather than stopping at recommendations.
• Build a clear transformation and AI value pipeline. Prioritise initiatives based on measurable business impact – including capacity released, cost avoided, revenue enabled, customer outcomes improved, risk reduced and speed increased.
• Redesign workflows, not just automate individual tasks. Look across functions and end-to-end processes to identify opportunities to fundamentally simplify how work gets done.
• Create visibility across the organisation. Help us use tools, data and AI to understand what teams are working on, where capacity is being deployed, what is blocking delivery and where intervention will have the greatest impact.
• Drive cross-functional execution. Bring together Product, Engineering, Operations, Data and business teams to deliver transformation initiatives that don't sit neatly within one function.
• Strengthen organisational accountability. Help ensure important cross-functional initiatives have clear ownership, decisions are made at the right level and commitments translate into delivery.
• Build AI into the way Chip works. Challenge teams to consider AI and automation as a default part of designing new processes rather than something added afterwards.
• Develop scalable operating systems and workflows. Work with platforms such as Linear and other business tools to create greater transparency, stronger prioritisation and increasingly intelligent workflows across Chip.
• Use AI to transform management information and reporting. Reduce manual reporting, improve the quality and timeliness of insight and make it easier for leaders to understand what is happening across the business and where action is required.
• Improve the operating rhythm of the business. Help ensure leadership meetings, business reviews, planning and reporting processes are driven by high-quality information, clear decisions and follow-through rather than simply producing more meetings and reporting.
• Create the measurement framework for transformation. Establish baselines and track whether initiatives are actually delivering the productivity, financial and operational benefits expected.
• Drive adoption. Technology alone doesn't create transformation. Work with teams and leaders to change behaviours, embed new ways of working and ensure new capabilities are actually used.
• Bring external thinking into Chip. Stay close to developments in AI, agentic workflows, automation and emerging operating models, and rapidly translate relevant developments into practical opportunities for Chip.
• Be a constructive agitator. Challenge existing processes, assumptions and priorities and push the organisation to move faster where the opportunity warrants it.
• Work directly with the COO, ExCo and senior leadership team, providing clear visibility of progress, surfacing blockers and opportunities, and being prepared to challenge senior stakeholders when delivery isn't moving quickly enough.