[Hiring] Manager - Continuous Improvement @Foundever®

Role Description

Runs the continuous improvement discipline day to day across the Telecom, Network, Systems — turning what the operational data says into a sequenced portfolio of changes that measurably reduce incident volume, restoration time, failed change and manual effort.

• Find the improvement — mine incident, problem, change and performance data for the few things that would matter most, and size the opportunity before proposing it.
• Deliver the improvement — run initiatives to a structured method, with a defined baseline, a measurement plan and a named process owner from the start.
• Prove and sustain it — validate realised benefit against the baseline, and confirm the gain is still there 90 days after handover.

The discipline of this role is measurement. An initiative that cannot state its baseline, its method and its verified outcome has not improved anything — it has only been busy.

Qualifications

• 8–10 years in IT operations, service management, process excellence or operational transformation, including at least 3 years leading improvement initiatives in a multi-site enterprise.
• Structured methodology applied hands-on — Lean, Six Sigma (DMAIC), Kaizen or ITIL CSI — with evidence of quantified before-and-after outcomes, not initiative counts.
• Demonstrated reduction in a hard operational measure — MTTR, incident volume, change failure rate or manual effort — that survived beyond the project.
• Strong analytical capability: comfortable extracting incident, problem and change data from ITSM tooling and building the analysis in Excel to defensible standard.
• Working knowledge of infrastructure and operations — network, telecom, data centre and security operations — sufficient to design a process change that engineers will accept.
• Facilitation and influence: has run workshops with technical teams and driven adoption without line authority over them.
• Bachelor's degree in Engineering, IT or a related discipline.

Requirements

• Analyse incident, problem, change, SLA and effort data to identify improvement opportunities, and quantify the size of each before it enters the portfolio.
• Maintain a prioritised improvement portfolio sequenced by impact and feasibility, with clear ownership, milestones and expected benefit for each item.
• Translate problem management findings, RCA corrective actions and chronic site patterns into structured improvement work rather than one-off fixes.
• Challenge proposals that cannot articulate a baseline or a measurable outcome, and decline them into the backlog rather than starting them.
• Lead improvement initiatives end to end using a structured method — DMAIC, Lean, Kaizen or ITIL CSI as the problem warrants — with defined scope, timeline and success criteria.
• Run process mapping, waste and value-stream analysis, and control-point review across operational routines: triage, escalation, handover, monitoring and reporting.
• Design and pilot the changed process with the tower team that will own it, then hand over with documentation, training and a control plan.
• Coordinate cross-tower initiatives where the gain depends on more than one team, holding each to its part without owning their line delivery.
• Establish the baseline and measurement method before any initiative starts, agreed with the process owner and the reporting function.
• Validate realised benefit after implementation against that baseline, and report it honestly — including initiatives that did not deliver.
• Run post-implementation reviews at defined intervals to confirm the gain has held, and reopen where performance has drifted back.
• Maintain a benefit ledger across the portfolio — effort saved, incidents avoided, MTTR reduced, cost impact where quantifiable.
• Identify automation and tooling opportunities across monitoring, alerting, triage, routing and reporting, and take them through to adoption with the relevant teams.
• Drive standardisation of operational procedure across sites and towers — runbooks, templates, escalation paths and handover routines.
• Build improvement capability in the tower teams: coach on structured problem solving so improvement does not depend on this function alone.
• Report portfolio status, benefit and blockers into the IT Operations reporting cycle and the Monthly Business Review.

Benefits

• Impactful work.
• Opportunity to work on cutting-edge AI technologies that will be game-changers for our business.
• Professional growth.
• Continuous learning and development opportunities in a dynamic, remote work environment.
• Competitive compensation.
• Attractive salary and benefits package.
• Collaborative environment.
• A supportive team culture with opportunities for occasional travel for training and industry events.