Role purpose

Reporting to the Group CEO the GM Operations is accountable for running the Alluvium Group efficiently, scalably and profitably, in service of our purpose: positive impact for the environment and communities.

The role exists to drive business scaling, achieve margins, reduce friction, and embed AI-enabled ways of working across the entire group, so that our people can spend more time doing high-quality, impactful work and less time battling systems and administration.

This is a senior, hands-on leadership role that partners closely with the Group CEO, CFO and the GMs of each business. It replaces the current COO role, with a sharper focus on execution, margin discipline and technology leverage - all in support of Alluvium’s mission-driven consulting model. The role currently has 3 direct reports as well as shared resources through our support and finance staff.

The role is based in Brisbane, Sydney, Canberra or Melbourne. The successful applicant will be able to work in Australia. It will interact with and manage staff across Australia and internationally.

Core outcomes (what success looks like)

• Sustained exceedance of margin targets across each business, driven by operational leverage rather than revenue pressure
• AI and automation embedded into core workflows (delivery, finance, resourcing, reporting, knowledge, admin)
• Consulting staff spending <15% of time on admin and compliance
• Back-office functions run reliably, predictably and with high service levels
• Clear prioritisation and delivery of group-wide operational initiatives each year
• A strong “group mindset” across operations that supports growth rather than constrains it

Experience and capability profile

This role will suit someone who is motivated by using operational excellence and technology to amplify impact, rather than maximising scale for its own sake.

At Alluvium, operational excellence, strong systems and enabling technology are not ends in themselves; they exist to support our specialists to deliver exceptional work that benefits the environment and the communities. The successful candidate will bring a strong commercial and execution mindset, applying operational discipline, productivity improvement and practical change leadership to strengthen performance across a complex, values-based professional services organisation.

Essential

• Senior operational leadership experience in a services or consulting-style environment
• Appreciation of a values-based business and how to motivate staff in that environment
• Demonstrated success lifting margins through operational and productivity improvements
• Proven experience leading organisation wide technology or AI enabled change (at vision and execution level)
• Ability to work effectively with specialist AI and data teams without needing to be the technical expert
• Strong people leadership skills, including managing mixed teams of staff, contractors and automated tools
• Commercial mindset with the confidence and skills to challenge senior leaders constructively

Highly desirable

• Experience leading ERP or major systems upgrades, particularly in the modern business environment
• Exposure to ESG, compliance and multi-entity reporting environments

Personal attributes

• Strong alignment with Alluvium’s purpose and values, with a genuine motivation to support work that benefits the environment and communities
• Deep respect for professional expertise, and a desire to enable consultants to do their best work
• Execution-focused and outcomes-driven
• Technically curious
• Comfortable operating with ambiguity and evolving priorities
• Pragmatic, not bureaucratic
• Trusted partner to senior leaders

Role responsibilities

1. Productivity leadership

• Partner Alluvium Group businesses to translate financial targets into operational actions
• Identify and execute productivity improvements across delivery, resourcing, utilisation, pricing support and overheads
• Build transparency around margin drivers and operational performance
• Actively challenge inefficiencies and legacy ways of working

2. AI and technology enablement (critical capability)

• Own the vision, prioritisation and business impact of AI and automation across the group, rather than day-to-day technical build
• Work in close partnership with the Head of AI and data team to translate strategy into implemented solutions
• Hold the organisation accountable for adoption, behavioral change and realised benefits
• Ensure AI and automation solutions are embedded into core workflows (not parallel tools), including:
  • Project setup, delivery support and reporting
  • Financial management and forecasting (with CFO)
  • Internal admin, HR and compliance processes
  • Own the roadmap for systems evolution (including ERP upgrade in 2026/27)

3. Back-office operations and service delivery

Overall accountability for:

• IT and systems (hard and soft, including cybersecurity)
• Internal support functions
• Background HR functions (consistency in employment contracts, onboarding oversight, relationship with external HR provider and Employee Assistance Program)
• Facilities and office operations
• Operational compliance (WGEA, BCorp, RAP, Annual reporting, carbon audits, insurance, engagement surveys etc.)
• Policies, procedures and risk controls
• Build and manage a mix of internal staff, contractors and AI agents to deliver these services efficiently
• Ensure service levels are clear, reliable and continuously improving

4. People, culture and ways of working

• Build a high-performing operations team with strong delivery discipline
• Ensure corporate services has a positive impact on the broader business culture (an enabler, not gatekeeper)
• Develop successors and reduce key-person dependencies

5. Planning, prioritisation and governance

• Lead annual operational planning and prioritisation, aligned to group strategy
• Own delivery of agreed Ops initiatives and benefits realisation
• Coordinate group-wide operational KPIs
• Work closely with the CFO on reporting boundaries, budgets and governance interfaces

Proposed performance targets (KPIs)

Financial and commercial

• Achievement of agreed margin targets for each business
• Measurable reduction in overhead cost per FTE (through shared services budget) over time
• Demonstrated productivity uplift attributable to operational and AI-enabled change

People and culture

• High satisfaction scores and feedback from all parts of the business
• Positive feedback from business GMs on Operational effectiveness

AI and systems

• Priority workflows AI-enabled within agreed timeframes
• Measured reduction in effort or cycle time for at least 10 priority workflows per year
• Adoption metrics showing active use of AI tools across the business (in line with our AI strategy)

Operational effectiveness

• 95% on-time delivery of compliance and maintenance activities
• <15% of staff time spent on admin annually
• Reduced cycle times for key internal processes (e.g. project setup, reporting)

Planning and governance

• Annual Ops roadmap delivered as agreed
• Clean audits and governance outcomes
• Clear delineation and smooth interaction with CFO responsibilities