This is a brilliant and exciting opportunity to play a pivotal role in SCL Education Group as we continue to evolve, grow and strengthen our position as a leading education and skills organisation.
As Group Director of Integration & Performance, you will be at the heart of ensuring that newly acquired businesses are successfully welcomed into the Group, supported to perform and enabled to realise their full potential.
Working closely with the CEO, Executive Team and leaders across the business, this role offers the chance to make a real and lasting impact on the future shape, performance and success of SCL.
Main Purpose of the Role
The Group Director of Integration & Performance is responsible for ensuring that acquisitions successfully transition from transaction completion into high-performing, integrated businesses within SCL Education Group.
The role will provide a critical bridge between M&A activity, Executive ownership and business-as-usual operations.
Working closely with the CEO, Executive Team, acquired leadership teams and Group support functions, the Director will ensure that each acquisition has a clear integration and performance plan, appropriate governance, access to the capabilities of the wider Group and a relentless focus on delivering the commercial, operational and strategic outcomes underpinning the original investment case.
A key part of the role will be engaging acquired leaders and colleagues, helping them feel welcomed into SCL, understand our purpose, values and ways of working, and recognise the benefits of being part of a wider Group with greater expertise, support, opportunity and shared ambition whilst celebrating all that is brilliant about the business acquired.
Depending upon the nature and maturity of an acquisition, the Director may temporarily incubate and hold an acquired business on behalf of the Group or work alongside the relevant Executive Sponsor where ownership has already been established.
This is not a traditional project-management role. The successful individual will be expected to operate commercially and operationally, face directly into acquired businesses, understand what drives their performance, identify underperformance early and mobilise the appropriate resources to deliver corrective action.
The ultimate measure of success is not simply whether an acquisition has been integrated, but whether it performs.