CIMET - Vice President - Operations

1. About CIMET: CIMET Group is one of Australia's fastest-growing comparison and connection platforms. Through CIMET Sales Pty Ltd and its related entities, we help Australian households and small businesses compare, choose and switch across four verticals: energy, broadband, personal loans and credit cards, and private health insurance. We operate through our own digital comparison journeys and through a national network of referral, white-label, co-brand and marketing partners. We contract directly with Australia's largest energy retailers, lenders, telecommunications providers and health funds, and we operate under their compliance regimes as well as our own licences and authorisations. CIMET's India operations in Gurgaon and Jaipur are not a back office. They carry substantive ownership of technology, operations, quality assurance, legal and compliance for the Australian business. This role sits at the top of the operations capability within it. Our stated ambition (BHAG) is to build a $1 billion enterprise by 2030. Getting there is an operating problem before it is anything else: more volume, more verticals, more partners, and a materially higher standard of execution - without a linear increase in cost or a single step backwards on customer outcomes. 2. Why this role exists: Operations is where CIMET's promise to its customers, its retailers and its partners is kept, every day and at volume. The Vice President - Operations owns that engine. The role is accountable for the performance, quality, cost and scalability of CIMET's operations - process and SOP architecture, retailer plan and pricing operations, sales operations and order management, revenue assurance and leakage control, customer operations, automation and digitisation, workforce planning and capability, and the reporting and analytics on which the whole business runs. It is accountable for the numbers and, equally, for how those numbers are produced. The Vice President - Operations will: - Own the operating plan, the operating budget and the operating result across all business units. - Own the process and SOP architecture of the business - building the critical processes, documenting them, making them available and usable to everyone, and improving them continuously. - Own retailer plan, pricing and platform operations, so that what CIMET displays and sells always matches what the retailer actually offers, within the agreed turnaround times. - Own sales operations and order management, so that every sale reaching a retailer or provider is complete, accurate, properly evidenced and right the first time. - Own revenue assurance and leakage control across the full lead-to-cash lifecycle, and reduce the value lost between a lead arriving and cash being received. - Own customer operations end to end - onboarding, service, retention, complaints and escalations - to timely and fair outcomes. - Own operational reporting and analytics as the single source of truth for how the business is performing, and supply the insight behind the numbers to the Executive and the Board. - Build an operation that can absorb growth, new verticals and new partners without a proportional increase in headcount or a drop in quality. - Run a consistent operating standard across CIMET's India and Philippines locations, and work with the Contact Centre so the customer experiences one end-to-end journey. - Lead, coach and develop a leadership layer of General Managers and Senior Managers. We are looking for a hands-on operator who builds capability and lifts standards - not an administrator of an existing machine. 3. Team and structure: The Vice President leads a function-aligned operating structure across CIMET's delivery locations. Each grouping owns a defined part of the operating result end to end, rather than a stage of a process. Role: Vice President - Operations Reports to: Chief Executive Officer Scope: Operating plan, budget and operating result; process and SOP architecture; retailer plan and pricing operations; sales operations and order management; revenue assurance and leakage control; customer operations; digital journey and platform operations; automation and digitisation; operational change and resilience; partner and vendor operations; operational quality and controls; workforce planning; reporting and analytics. 3.1 How this role and the Contact Centre work together: CIMET's Contact Centre in the Philippines is led by a Site Director who reports to the Chief Executive Officer. It does not report into the Vice President - Operations, who does not manage its agents, team leaders or floor. The two roles are peers, and the operation only works when they run as one end-to-end machine. The Site Director owns the customer conversation. That means agent recruitment, staffing and rostering to the agreed plan, floor and team management, call handling, conversation quality, agent performance and coaching, and the sales or service outcome of each interaction. The Vice President - Operations owns everything the Contact Centre needs in order to perform, and everything that happens once a sale is made. That means the processes and SOPs agents follow; the plans, pricing and product information they quote from; the volume forecast and capacity plan they staff to; the systems, workflow and tooling they work in; the training content and competency framework; order management and submission of every sale they generate; customer service, retention and complaints once the customer is onboarded; and the reporting that measures the whole funnel, including their part of it. In practice, this role supplies the process, the pricing accuracy, the capacity plan, the systems and the numbers; the Site Director executes the customer conversation against them. Where a problem originates on a call, it is the Site Director's to resolve. Where it originates in process, data, pricing, systems, submission or downstream handling, it is this role's. Where the cause is unclear, the two leaders establish it together rather than trading it between them. This role reports on end-to-end funnel and customer outcomes, including activity delivered by the Contact Centre, and is expected to raise issues with the Site Director directly and early. Neither leader can deliver the operating result alone, and the ability to work this way - delivering through a team you do not manage - is a genuine requirement of the role rather than a formality. 4. Key accountabilities: 4.1 Operational strategy, planning and execution: - Own operational planning, budgeting and execution across all business units, aligned to the growth plan and to unit economics that work. - Own demand and capacity planning: translate volume forecasts into headcount, shrinkage, occupancy and cost, and hold forecast accuracy to a measurable standard. - Design an operation that scales sub-linearly - absorbing volume growth, new verticals, new partners and seasonal peaks without a proportional increase in cost or a fall in quality. - Own operational readiness for every launch: new products, verticals, retailers, partners, brands, campaigns and system changes do not go live without evidenced operational readiness, including trained people, tested process, working reporting and executable controls. - Own the operating cost base - cost to serve, cost per transaction, cost of poor quality - and drive it down without shifting the cost onto the customer. - Own multi-site delivery across CIMET's India and Philippines locations: consistency of process, standards and reporting between sites, allocation of volume and work types across sites, and resilience if a site is disrupted. 4.2 Process, SOP and knowledge management: This is a core accountability of the role, not an administrative one. CIMET's operating risk and its cost base both sit in how well its processes are defined, documented, followed and improved. - Own the end-to-end pro