Spotted jobs in United Kingdom - Page 2

Join a thriving luxury aesthetic clinic and shape what comes next as their General Manager. \n \n The Role \n This is a rare opportunity for a commercially sharp, entrepreneurial leader to take full ownership of a successful business and push it into its next phase of growth. You’ll blend strategic vision with hands-on operational leadership, working closely with the Founder and Medical Director to turn ambition into results. \n \n Key responsibilities: \n\n • Own the clinic’s full commercial, operational and strategic performance\n, • Take ownership of the P&L, including revenue, costs, margins, budgets and forecasting\n, • Identify and act on opportunities to grow revenue, profitability and capacity\n, • Develop and execute a clear business plan and growth strategy\n, • Explore new partnerships, services and expansion opportunities\n, • Oversee all clinic departments, ensuring clear targets and accountability\n, • Provide operational oversight of non-surgical clinical services\n, • Manage capacity, rotas, appointment utilisation and resource planning\n, • Uphold high standards of patient experience, governance and compliance\n, • Lead and develop a high-performing team, overseeing HR, recruitment and culture\n\n \n Sounds like you? \n You’ve led a commercially successful business, clinic or multi-department operation before, and you know your way around a P&L without needing a hand held. You think strategically but you’re just as comfortable rolling your sleeves up day to day. You’ve built teams, driven performance, and spotted growth opportunities others missed. You lead with confidence, back your decisions with commercial logic, and never lose sight of the people and patients at the centre of it all.

We're growing our apprenticeship portfolio through 2027, and we're creating a role to own how it runs: one day a week to start, with real room to grow into more. \n \n This is the person who holds the whole picture and leads the coaches who deliver it. They run their cohorts and carry their caseloads; you'd manage the team, sit across all of it, and answer the questions that decide whether a portfolio succeeds. \n \n The role \n Is every learner progressing at the right pace? Is anyone drifting towards a withdrawal that could have been prevented six weeks ago? Are cohorts on schedule? Is the EPA pipeline in order, so gateway is planned rather than discovered late? \n \n You'd own: \n\n • Progression across the portfolio: every learner, every cohort, on track or not, and the intervention when they're not.\n, • Caseload discipline across the coaching team: whether one-to-ones are happening, whether tripartite reviews are landing on time, whether marking is inside turnaround.\n, • Delivery to schedule: cohorts running as planned, gaps spotted before they become problems.\n, • EPA readiness and gateway: planned and evidenced rather than found out about late.\n, • The coaching team itself: scheduling and cohort allocation, one-to-ones, CPD and development plans, and being the senior person they escalate to.\n\n \n You'd work closely with our Head of Quality, who owns quality assurance and compliance. The two roles are counterparts: quality assures the standard, you make sure delivery gets there. \n \n Why take a one-day-a-week role \n Because it's a genuine ownership seat, not a support one. You'd build the function rather than inherit it: deciding what gets tracked, what the operating rhythm is, what "on track" means here. Nobody hands you a process and asks you to run it. \n \n For someone consulting or working fractionally, it's one reliable day a week with real authority attached. For someone who's stepped back from a full-time apprenticeships leadership role, it's the interesting part of that job without the rest of it. It's flexible within the week, too: beyond the few things that need you at a set time, how you arrange the day is yours. And as the portfolio grows through 2027, the role grows with it if you want it to. \n \n Who this fits \n Someone who's done real work in industry (ideally within data & AI) and worked in or around apprenticeships. Ideally both. You'll be far more effective if you know the data and AI standards from the inside, understand how funded delivery works in practice, and have run programmes where learner progression was your problem to solve. You'll be managing a small team of coaches, too, so you're comfortable holding people to a standard while helping them get better at the job. You'll be working in Aptem, which you may already know. \n \n You don't need to have led an Ofsted inspection. You do need to be the person who notices that three learners in one cohort haven't submitted in a month, and does something about it on the Tuesday rather than at the end of the quarter. \n \n About iO-Sphere \n We train people to do things with data and AI, not just learn about them. Learners work on real problems inside their own organisations and in Prism, a simulated business we built on 500 million rows of real data. 900+ people have trained with us, we're rated 4.8 on Google, and we're one of the UK's fastest-growing data and AI training startups. Teams at PwC, BAE Systems, Dunelm, Motorway and CBRE send us their people. \n \n Details \n\n • Salary: £13,000–£18,000 a year for 1-1.5 days per week, depending on experience, paid monthly through PAYE. If you'd rather work with us as a contractor, we're open to that at £300–£400 a day subject to subcontracting rules.\n, • Commitment: One day a week to start, with real scope to expand.\n, • Location: London or remote in the UK, with some time with the team in London.\n, • Start: As soon as you can.\n, • As a regulated training provider we need an enhanced DBS check, safeguarding and Prevent training, and the right to work in the UK; we can't offer sponsorship.\n\n \n How we hire \n A short screening call, a conversation with the team you'd work with, a case study drawn from real delivery rather than an invented puzzle, and a final conversation. We move quickly. \n \n iO-Sphere is an equal-opportunities employer. We hire on merit and welcome applications from every background; if you'd need any adjustment to the process, just tell us.

Senior People Adviser \n c£60k plus benefits \n Clear progression to People Manager \n London (Moorgate) with regular time in our regional offices \n \n A NOTE FROM THE FOUNDERS \n We are building a group of property management businesses into one modern, AI-enabled company, and the experience of the people inside it will decide whether that works. This is a standalone people role, which tells you two things: how much they trust the person who takes it, and how much room there is to grow with it. \n \n About the Company \n My client is building the next-generation property management group. They acquire established businesses and bring them onto one platform, so technology takes on the repetitive load and our people spend their time on judgement, relationships and service. They are backed by leading venture investors, completed multiple acquisitions in the first year, and their ambition is simple: to be the company where the best people in this industry choose to build their careers. \n \n The role \n This is a genuinely hands-on role. You are the person their people come to. Day to day that means the full generalist breadth: employee queries, informal people matters, contracts and records, payroll changes, onboarding, compliance. Done well, it is the difference between a company that grows smoothly and one that creaks. \n \n Two things make this different from the same title elsewhere. First, every acquisition brings new colleagues into the group, each with their own contracts, policies and habits, and you help them land well from day one. Second, they are an AI-enabled company, and that includes your function: they automate the paperwork wherever they can so your time goes on people, not filing. The judgement is the job. \n \n You will not be alone, but you will be first – there is no People Administrator behind you, so you will own the operational detail as well as the manager support. An experienced HR Director mentors you and takes the complex cases with you; internal legal is on hand; the founders are in the same office. There is no large HR department behind you, and for the right person that is the appeal: this role is the foundation, and it grows into a People Manager position as the group grows. \n \n What you will own \n\n • First contact. Every employee query gets a clear, kind and correct answer, and managers get practical support on absence, conduct, wellbeing and performance so they handle things confidently and consistently.\n, • Employee relations. Informal issues resolved early and fairly; complex ones spotted quickly and escalated to the HR Director and legal with everything documented properly. Patterns tracked so the business learns.\n, • The paperwork, perfectly. Contracts, offers, changes to terms, references and right-to-work checks issued accurately and on time, with records GDPR-clean and current in Rippling. Payroll changes communicated so people are paid correctly, first time, every time.\n, • Talent acquisition. Keep a small number of hires moving smoothly from brief to offer, coordinating candidates, interviews and selection so the process is efficient, well organised and reflects the company well.\n, • Onboarding. Every new joiner and every newly acquired team lands well: induction, welcome, probation support, and the small details that tell people they have joined a company that has its act together.\n, • The numbers. Holiday, absence, probation and training tracked properly, and simple people metrics leadership can trust.\n, • Your own growth. Project and policy work with the HR Director, building the commercial and leadership skills for the People Manager role this becomes.\n\n \n Who you are \n\n • Grounded in the fundamentals. A solid working knowledge of UK employment law and HR best practice, and confident with HR systems. CIPD Level 5, or working towards it, and Rippling experience are pluses, not requirements.\n, • A self-starter in fact, not just on paper. You do not wait to be told. You spot what is missing, build the first version, and ask for help with judgement calls rather than instructions.\n, • Detail is your default. Documentation right first time, deadlines kept, nothing dropped. In this role, accuracy is kindness: it is people's pay, contracts and records.\n, • People tell you things. Approachable, professional and genuinely discreet. Trust arrives early and stays.\n, • Ambitious. Come and run the whole People operation, with an experienced HR Director beside you, rather than spending another two years waiting for somebody to give you more responsibility.\n\n \n How they work \n Direct, written and data-driven. Every action has an owner and a date, and titles do not create authority here; judgement, clarity and delivery do. The industry my client serves is regulated and real, our teams are spread across regional offices you will visit regularly, and the company is moving quickly. If you want a settled department with established routines, this is the wrong company; if you want to build a people function worth being proud of, it is the right one. \n \n PACKAGE AND PROCESS \n Package. c£60k base salary plus benefits, and a genuine growth path: this role is designed to become People Manager as the group scales. \n \n Applying. Alongside your CV, no more than 200 words: the messiest people process you have personally fixed, what you did, and what changed. \n \n Process. A conversation with our HR Director, a short practical exercise, and time with the founders. First conversation to decision inside two weeks.

As a Leadership Development Business Partner, you will build Vista's leadership capability by developing a genuinely strong understanding of the business and its leadership population, using that understanding to diagnose where performance challenges stem from a leadership or management capability gap, and partnering with HRBPs and senior stakeholders to design, deliver or scale the right response. Vista is the world’s leading global business aviation company, providing worldwide business flight services through its network of subsidiaries and a team of over 4,000 experts. A global group headquartered in Dubai, Vista integrates a unique portfolio of companies to offer asset-free services that cover all key aspects of business aviation, including guaranteed and on-demand global flight coverage, subscription and membership solutions, and trading and management services. A career at Vista means stepping into an environment where you’re trusted with real autonomy and responsibility from day one. Whether you're keeping our aircraft airworthy, flying our clients across the globe, or working in one of our corporate teams, you’ll move fast, deliver impact quickly, and grow through hands - on learning and close collaboration within a supportive global community. This role brings a clear point of view on what good leadership and management looks like at Vista, across every layer, developing a global leadership framework for the Chief People Officer to take to ExCo for sign-off, then owns rolling out the agreed framework, tracking capability against it, and using that insight to shape leadership development, succession support and, when investment allows, flagship programme delivery. • Build and maintain a genuinely strong understanding of the business, its commercial priorities, operational pressures, and the specific leadership population within each function., • Build a proactive leadership network across the business, so emerging capability gaps and development needs are spotted early and directly, rather than surfacing late through an ad hoc request., • Diagnose whether a performance issue is genuinely a leadership or management capability gap, as distinct from a resourcing, process, systems or individual performance issue., • Partner with HRBPs as the specialist route once an issue has been identified as a leadership or management capability gap, bringing population-specific insight so interventions are genuinely fit for context., • Design, deliver and scale practical solutions to capability gaps identified, recognising that most of these will be job aids, frameworks, coaching or targeted interventions rather than formal training programmes., • Deliver tangible, shipped outputs rather than diagnosis or recommendations alone, so stakeholders can point to real tools, frameworks or coaching relationships genuinely in use in the business., • Build AI capability within Vista's leadership population, equipping managers to use AI tools effectively in their own work and to lead their teams through AI-driven change, rather than treating this as a one-off training topic separate from core leadership development., • Own delivery of flagship leadership development programmes once business conditions and investment allow, building on the diagnostic work, framework and skills pipeline developed in the interim. This role owns the vendor relationship, defines standards and expectations, and works closely with the vendor on materials design, rather than designing flagship content from scratch, which sits with the commissioned vendor., • Develop a clear point of view and a global leadership framework for what good leadership and management looks like at Vista across every layer, for the Chief People Officer to take to ExCo for endorsement., • Design and implement Vista's management and leadership assessment approach, replacing the current reliance on self-rated annual review scores against vague competencies with a credible, evidence-based method for assessing capability against the agreed framework, feeding directly into succession planning and other talent processes., • Ensure the leadership framework and resulting interventions reflect the full breadth of modern leadership capability, including change and transformation leadership, commercial and financial acumen, and AI capability, not only traditional interpersonal skills such as feedback and coaching., • Use existing skills mapping for the leadership population to assess capability against the framework, and build the development pipeline needed to close the gaps that matter most., • Socialise the leadership framework and resulting insight with HR leadership and senior stakeholders, so it actively informs talent, succession and development investment decisions., • Coordinate and govern development for high-potential successors identified through critical role succession planning, recognising that ownership for developing the individual sits with their manager or ExCo sponsor, not this role. This includes identifying the right mix of levers, job rotation, shadowing, stretch projects, coaching, mentoring or assessment, sourcing and managing external vendors where needed, and tracking progress so development is genuinely happening rather than agreed and forgotten., • Extend the same coordination, governance and tracking approach to managers and leaders progressing into the next layer of leadership more broadly, beyond critical roles specifically., • Build hands-on digital learning content, including job aids and elearning, using tools such as Synthesia and Articulate Storyline or Rise, and build directly within Vista's LMS, Thrive LXP (branded internally as Accelerate)., • Review and interpret people and performance data to identify capability gaps and talent signals, connecting data points across sources to spot themes., • Build data-driven dashboards and reports that present capability insight back to leaders clearly and in a way they can act on., • Personal experience building, managing and leading teams, ideally including multi-layer team structures., • Experience owning or managing a budget or commercial outcome, sufficient to hold a credible conversation with leaders managing significant commercial responsibility. This role does not itself own a budget., • Demonstrated experience coaching senior leaders one to one., • Hands-on experience building digital learning content such as job aids or elearning, using tools such as Synthesia, Articulate Storyline or Rise., • Comfortable interpreting people and performance data and building reporting or dashboards., • Comfortable operating across multiple cultures, geographies and time zones, reflecting Vista's global, 24/7 operating model., • Experience in aviation or another highly regulated, commercially intensive operating environment., • Experience building leadership or capability frameworks from scratch. #J-18808-Ljbffr

As a Leadership Development Business Partner, you will build Vista's leadership capability by developing a genuinely strong understanding of the business and its leadership population, using that understanding to diagnose where performance challenges stem from a leadership or management capability gap, and partnering with HRBPs and senior stakeholders to design, deliver or scale the right response. Vista is the world’s leading global business aviation company, providing worldwide business flight services through its network of subsidiaries and a team of over 4,000 experts. A global group headquartered in Dubai, Vista integrates a unique portfolio of companies to offer asset-free services that cover all key aspects of business aviation, including guaranteed and on-demand global flight coverage, subscription and membership solutions, and trading and management services. A career at Vista means stepping into an environment where you’re trusted with real autonomy and responsibility from day one. Whether you're keeping our aircraft airworthy, flying our clients across the globe, or working in one of our corporate teams, you’ll move fast, deliver impact quickly, and grow through hands - on learning and close collaboration within a supportive global community. This role brings a clear point of view on what good leadership and management looks like at Vista, across every layer, developing a global leadership framework for the Chief People Officer to take to ExCo for sign-off, then owns rolling out the agreed framework, tracking capability against it, and using that insight to shape leadership development, succession support and, when investment allows, flagship programme delivery. • Build and maintain a genuinely strong understanding of the business, its commercial priorities, operational pressures, and the specific leadership population within each function., • Build a proactive leadership network across the business, so emerging capability gaps and development needs are spotted early and directly, rather than surfacing late through an ad hoc request., • Diagnose whether a performance issue is genuinely a leadership or management capability gap, as distinct from a resourcing, process, systems or individual performance issue., • Partner with HRBPs as the specialist route once an issue has been identified as a leadership or management capability gap, bringing population-specific insight so interventions are genuinely fit for context., • Design, deliver and scale practical solutions to capability gaps identified, recognising that most of these will be job aids, frameworks, coaching or targeted interventions rather than formal training programmes., • Deliver tangible, shipped outputs rather than diagnosis or recommendations alone, so stakeholders can point to real tools, frameworks or coaching relationships genuinely in use in the business., • Build AI capability within Vista's leadership population, equipping managers to use AI tools effectively in their own work and to lead their teams through AI-driven change, rather than treating this as a one-off training topic separate from core leadership development., • Own delivery of flagship leadership development programmes once business conditions and investment allow, building on the diagnostic work, framework and skills pipeline developed in the interim. This role owns the vendor relationship, defines standards and expectations, and works closely with the vendor on materials design, rather than designing flagship content from scratch, which sits with the commissioned vendor., • Develop a clear point of view and a global leadership framework for what good leadership and management looks like at Vista across every layer, for the Chief People Officer to take to ExCo for endorsement., • Design and implement Vista's management and leadership assessment approach, replacing the current reliance on self-rated annual review scores against vague competencies with a credible, evidence-based method for assessing capability against the agreed framework, feeding directly into succession planning and other talent processes., • Ensure the leadership framework and resulting interventions reflect the full breadth of modern leadership capability, including change and transformation leadership, commercial and financial acumen, and AI capability, not only traditional interpersonal skills such as feedback and coaching., • Use existing skills mapping for the leadership population to assess capability against the framework, and build the development pipeline needed to close the gaps that matter most., • Socialise the leadership framework and resulting insight with HR leadership and senior stakeholders, so it actively informs talent, succession and development investment decisions., • Coordinate and govern development for high-potential successors identified through critical role succession planning, recognising that ownership for developing the individual sits with their manager or ExCo sponsor, not this role. This includes identifying the right mix of levers, job rotation, shadowing, stretch projects, coaching, mentoring or assessment, sourcing and managing external vendors where needed, and tracking progress so development is genuinely happening rather than agreed and forgotten., • Extend the same coordination, governance and tracking approach to managers and leaders progressing into the next layer of leadership more broadly, beyond critical roles specifically., • Build hands-on digital learning content, including job aids and elearning, using tools such as Synthesia and Articulate Storyline or Rise, and build directly within Vista's LMS, Thrive LXP (branded internally as Accelerate)., • Review and interpret people and performance data to identify capability gaps and talent signals, connecting data points across sources to spot themes., • Build data-driven dashboards and reports that present capability insight back to leaders clearly and in a way they can act on., • Personal experience building, managing and leading teams, ideally including multi-layer team structures., • Experience owning or managing a budget or commercial outcome, sufficient to hold a credible conversation with leaders managing significant commercial responsibility. This role does not itself own a budget., • Demonstrated experience coaching senior leaders one to one., • Hands-on experience building digital learning content such as job aids or elearning, using tools such as Synthesia, Articulate Storyline or Rise., • Comfortable interpreting people and performance data and building reporting or dashboards., • Comfortable operating across multiple cultures, geographies and time zones, reflecting Vista's global, 24/7 operating model., • Experience in aviation or another highly regulated, commercially intensive operating environment., • Experience building leadership or capability frameworks from scratch. #J-18808-Ljbffr

Category Manager / Senior Category Manager - Outdoor Living Devon - office based 3 days a week minimum £50,000-£70,000 depending on experience Do you know what makes a garden furniture range commercially successful? Have you developed products with Far East suppliers, spotted emerging trends and b

As a Leadership Development Business Partner, you will build Vista's leadership capability by developing a genuinely strong understanding of the business and its leadership population, using that understanding to diagnose where performance challenges stem from a leadership or management capability gap, and partnering with HRBPs and senior stakeholders to design, deliver or scale the right response. Vista is the world’s leading global business aviation company, providing worldwide business flight services through its network of subsidiaries and a team of over 4,000 experts. A global group headquartered in Dubai, Vista integrates a unique portfolio of companies to offer asset-free services that cover all key aspects of business aviation, including guaranteed and on-demand global flight coverage, subscription and membership solutions, and trading and management services. A career at Vista means stepping into an environment where you’re trusted with real autonomy and responsibility from day one. Whether you're keeping our aircraft airworthy, flying our clients across the globe, or working in one of our corporate teams, you’ll move fast, deliver impact quickly, and grow through hands - on learning and close collaboration within a supportive global community. This role brings a clear point of view on what good leadership and management looks like at Vista, across every layer, developing a global leadership framework for the Chief People Officer to take to ExCo for sign-off, then owns rolling out the agreed framework, tracking capability against it, and using that insight to shape leadership development, succession support and, when investment allows, flagship programme delivery. • Build and maintain a genuinely strong understanding of the business, its commercial priorities, operational pressures, and the specific leadership population within each function., • Build a proactive leadership network across the business, so emerging capability gaps and development needs are spotted early and directly, rather than surfacing late through an ad hoc request., • Diagnose whether a performance issue is genuinely a leadership or management capability gap, as distinct from a resourcing, process, systems or individual performance issue., • Partner with HRBPs as the specialist route once an issue has been identified as a leadership or management capability gap, bringing population-specific insight so interventions are genuinely fit for context., • Design, deliver and scale practical solutions to capability gaps identified, recognising that most of these will be job aids, frameworks, coaching or targeted interventions rather than formal training programmes., • Deliver tangible, shipped outputs rather than diagnosis or recommendations alone, so stakeholders can point to real tools, frameworks or coaching relationships genuinely in use in the business., • Build AI capability within Vista's leadership population, equipping managers to use AI tools effectively in their own work and to lead their teams through AI-driven change, rather than treating this as a one-off training topic separate from core leadership development., • Own delivery of flagship leadership development programmes once business conditions and investment allow, building on the diagnostic work, framework and skills pipeline developed in the interim. This role owns the vendor relationship, defines standards and expectations, and works closely with the vendor on materials design, rather than designing flagship content from scratch, which sits with the commissioned vendor., • Develop a clear point of view and a global leadership framework for what good leadership and management looks like at Vista across every layer, for the Chief People Officer to take to ExCo for endorsement., • Design and implement Vista's management and leadership assessment approach, replacing the current reliance on self-rated annual review scores against vague competencies with a credible, evidence-based method for assessing capability against the agreed framework, feeding directly into succession planning and other talent processes., • Ensure the leadership framework and resulting interventions reflect the full breadth of modern leadership capability, including change and transformation leadership, commercial and financial acumen, and AI capability, not only traditional interpersonal skills such as feedback and coaching., • Use existing skills mapping for the leadership population to assess capability against the framework, and build the development pipeline needed to close the gaps that matter most., • Socialise the leadership framework and resulting insight with HR leadership and senior stakeholders, so it actively informs talent, succession and development investment decisions., • Coordinate and govern development for high-potential successors identified through critical role succession planning, recognising that ownership for developing the individual sits with their manager or ExCo sponsor, not this role. This includes identifying the right mix of levers, job rotation, shadowing, stretch projects, coaching, mentoring or assessment, sourcing and managing external vendors where needed, and tracking progress so development is genuinely happening rather than agreed and forgotten., • Extend the same coordination, governance and tracking approach to managers and leaders progressing into the next layer of leadership more broadly, beyond critical roles specifically., • Build hands-on digital learning content, including job aids and elearning, using tools such as Synthesia and Articulate Storyline or Rise, and build directly within Vista's LMS, Thrive LXP (branded internally as Accelerate)., • Review and interpret people and performance data to identify capability gaps and talent signals, connecting data points across sources to spot themes., • Build data-driven dashboards and reports that present capability insight back to leaders clearly and in a way they can act on., • Personal experience building, managing and leading teams, ideally including multi-layer team structures., • Experience owning or managing a budget or commercial outcome, sufficient to hold a credible conversation with leaders managing significant commercial responsibility. This role does not itself own a budget., • Demonstrated experience coaching senior leaders one to one., • Hands-on experience building digital learning content such as job aids or elearning, using tools such as Synthesia, Articulate Storyline or Rise., • Comfortable interpreting people and performance data and building reporting or dashboards., • Comfortable operating across multiple cultures, geographies and time zones, reflecting Vista's global, 24/7 operating model., • Experience in aviation or another highly regulated, commercially intensive operating environment., • Experience building leadership or capability frameworks from scratch. #J-18808-Ljbffr

As a Leadership Development Business Partner, you will build Vista's leadership capability by developing a genuinely strong understanding of the business and its leadership population, using that understanding to diagnose where performance challenges stem from a leadership or management capability gap, and partnering with HRBPs and senior stakeholders to design, deliver or scale the right response. Vista is the world’s leading global business aviation company, providing worldwide business flight services through its network of subsidiaries and a team of over 4,000 experts. A global group headquartered in Dubai, Vista integrates a unique portfolio of companies to offer asset-free services that cover all key aspects of business aviation, including guaranteed and on-demand global flight coverage, subscription and membership solutions, and trading and management services. A career at Vista means stepping into an environment where you’re trusted with real autonomy and responsibility from day one. Whether you're keeping our aircraft airworthy, flying our clients across the globe, or working in one of our corporate teams, you’ll move fast, deliver impact quickly, and grow through hands - on learning and close collaboration within a supportive global community. This role brings a clear point of view on what good leadership and management looks like at Vista, across every layer, developing a global leadership framework for the Chief People Officer to take to ExCo for sign-off, then owns rolling out the agreed framework, tracking capability against it, and using that insight to shape leadership development, succession support and, when investment allows, flagship programme delivery. • Build and maintain a genuinely strong understanding of the business, its commercial priorities, operational pressures, and the specific leadership population within each function., • Build a proactive leadership network across the business, so emerging capability gaps and development needs are spotted early and directly, rather than surfacing late through an ad hoc request., • Diagnose whether a performance issue is genuinely a leadership or management capability gap, as distinct from a resourcing, process, systems or individual performance issue., • Partner with HRBPs as the specialist route once an issue has been identified as a leadership or management capability gap, bringing population-specific insight so interventions are genuinely fit for context., • Design, deliver and scale practical solutions to capability gaps identified, recognising that most of these will be job aids, frameworks, coaching or targeted interventions rather than formal training programmes., • Deliver tangible, shipped outputs rather than diagnosis or recommendations alone, so stakeholders can point to real tools, frameworks or coaching relationships genuinely in use in the business., • Build AI capability within Vista's leadership population, equipping managers to use AI tools effectively in their own work and to lead their teams through AI-driven change, rather than treating this as a one-off training topic separate from core leadership development., • Own delivery of flagship leadership development programmes once business conditions and investment allow, building on the diagnostic work, framework and skills pipeline developed in the interim. This role owns the vendor relationship, defines standards and expectations, and works closely with the vendor on materials design, rather than designing flagship content from scratch, which sits with the commissioned vendor., • Develop a clear point of view and a global leadership framework for what good leadership and management looks like at Vista across every layer, for the Chief People Officer to take to ExCo for endorsement., • Design and implement Vista's management and leadership assessment approach, replacing the current reliance on self-rated annual review scores against vague competencies with a credible, evidence-based method for assessing capability against the agreed framework, feeding directly into succession planning and other talent processes., • Ensure the leadership framework and resulting interventions reflect the full breadth of modern leadership capability, including change and transformation leadership, commercial and financial acumen, and AI capability, not only traditional interpersonal skills such as feedback and coaching., • Use existing skills mapping for the leadership population to assess capability against the framework, and build the development pipeline needed to close the gaps that matter most., • Socialise the leadership framework and resulting insight with HR leadership and senior stakeholders, so it actively informs talent, succession and development investment decisions., • Coordinate and govern development for high-potential successors identified through critical role succession planning, recognising that ownership for developing the individual sits with their manager or ExCo sponsor, not this role. This includes identifying the right mix of levers, job rotation, shadowing, stretch projects, coaching, mentoring or assessment, sourcing and managing external vendors where needed, and tracking progress so development is genuinely happening rather than agreed and forgotten., • Extend the same coordination, governance and tracking approach to managers and leaders progressing into the next layer of leadership more broadly, beyond critical roles specifically., • Build hands-on digital learning content, including job aids and elearning, using tools such as Synthesia and Articulate Storyline or Rise, and build directly within Vista's LMS, Thrive LXP (branded internally as Accelerate)., • Review and interpret people and performance data to identify capability gaps and talent signals, connecting data points across sources to spot themes., • Build data-driven dashboards and reports that present capability insight back to leaders clearly and in a way they can act on., • Personal experience building, managing and leading teams, ideally including multi-layer team structures., • Experience owning or managing a budget or commercial outcome, sufficient to hold a credible conversation with leaders managing significant commercial responsibility. This role does not itself own a budget., • Demonstrated experience coaching senior leaders one to one., • Hands-on experience building digital learning content such as job aids or elearning, using tools such as Synthesia, Articulate Storyline or Rise., • Comfortable interpreting people and performance data and building reporting or dashboards., • Comfortable operating across multiple cultures, geographies and time zones, reflecting Vista's global, 24/7 operating model., • Experience in aviation or another highly regulated, commercially intensive operating environment., • Experience building leadership or capability frameworks from scratch. #J-18808-Ljbffr

Commis Chef to Chef de Partie -All levels Are you passionate about cooking and have an eye for detail for every delicious plate that you prepare? If the answer to the above question, is a straight yes, then we would like to hear from you! About the Company: Jason Atherton started The Social Company in 2011, and it has grown into a globally renowned restaurant group, with a portfolio of worldwide restaurants and recognised brands across the world, with a strong presence in London, England including City Social, Three Darlings on Chelseas Pavilion Road, **Row on 5 on Saville Row and the recently opened Chez Rose. The Social Company has a global presence in Shanghai, Dubai, Mykonos, St Moritz and Forte dei Marmi. Jason Atherton's dedication to culinary excellence and philanthropy has positioned The Social Company as a leader within the hospitality sector. About City Social: Located on level 24 of Tower 42 in the heart of London and boasting magnificent views across the city, City Social features a beautiful modern-British menu created by Jason Atherton. City Social also houses a relaxed bar, Social 24, offering cocktails inspired by the famous London landmarks that can be spotted from the panoramic views. What We Offer: Competitive salary package: Negotiable, depending on experience Employee benefits: 28 days of annual leave plus annual increments to the maximum of 33 days Complimentary meals whilst on duty Generous food & beverage discounts Company events & days out Career Development Opportunities: We believe in fostering growth and offer opportunities for professional development within The Social Company Training & Development Opportunities: We are committed to enhancing your skills and knowledge so that you can be the best that you can be. Responsibilities: Culinary Expertise: Prepare and present high-quality dishes according to menu specifications. Station Management: Oversee a specific section of the kitchen, ensuring efficiency and consistency in food preparation. Team Leadership: Lead and mentor junior kitchen staff, providing guidance and support to maintain high standards . Menu Development: Contribute ideas for menu enhancements and participate in creating new dishes. Quality Control: Ensure all dishes meet the company's standards for taste, presentation, and food safety. Kitchen Operations: Assist in inventory management, ordering supplies, and maintaining a clean and organised kitchen. Qualifications: Experience: Previous experience as a Chef de Partie is required in a fine dining and Michelin starred environment . Culinary Skills: Proficiency in food preparation, cooking techniques, and a strong understanding of flavour profiles and experience of cooking using fresh and seasonal ingredients. Leadership Abilities: Ability to lead a team, delegate tasks, and maintain a positive work environment. Creativity: A passion for culinary innovation and a willingness to contribute ideas to menu development. Adaptability: Ability to work well under pressure, multitask, and adapt to changing priorities in a busy kitchen environment. Person Specification: Bring in a positive and can-do attitude Been a Team Player Honesty and integrity. Start Date: Immediate Start Location: City of London Must already have the right to work and live in the UK without any restrictions. The Social Company is an Equal Opportunity Employer and welcomes Applicant from all walks of life . TPBN1_UKCT

Senior Platform Engineer London (Hybrid, 2 days per week in the office) Up to £90,000 + Benefits We're partnering with a software company building mission critical platforms for financial services, trading firms, and the gambling sector. Regulated, high stakes environments where downtime and security gaps aren't an option. They're looking for a Senior Platform Engineer who can operate as a technical leader. Not a ticket taker. Someone who can architect cloud native solutions on AWS, set the standard for how the platform is built, and bring genuine site reliability engineering principles into the way the business operates. You'll be the person engineering teams turn to when they need a platform decision making. That means real ownership of architecture, real influence over direction, and the freedom to fix the things that slow delivery down. If you enjoy building resilient, well automated infrastructure in environments where compliance actually matters, this one could be a good fit. What You'll Be Doing Architect and build secure, scalable AWS infrastructure using Terraform with an Infrastructure as Code first approach Design, run, and optimise Amazon EKS and containerised workloads across multiple environments Build and maintain CI/CD pipelines using GitHub Actions to give engineering teams fast, safe, repeatable deployments Write automation and tooling in Python or Go to remove manual work and reduce operational overhead Support and optimise Amazon RDS environments for availability, performance, and security Embed site reliability principles across the platform, including SLIs, SLOs, error budgets, and blameless incident reviews Build out monitoring, logging, alerting, and observability so problems are spotted before customers feel them Design solutions that meet the security, audit, and regulatory requirements that come with financial services, trading, and gambling clients Work closely with software engineering teams to improve developer experience and delivery speed Lead technical decisions, set standards, and take architectural ownership of the platform What We're Looking For Strong background in Platform Engineering, DevOps, Cloud Engineering, or SRE Deep hands on AWS experience, including networking, IAM, and security Commercial experience running Kubernetes in production, ideally EKS Expert level Terraform and Infrastructure as Code Solid experience building CI/CD pipelines with GitHub Actions Strong programming ability in Python or Go, beyond basic scripting Confident with Linux administration, troubleshooting, and performance tuning Experience with Amazon RDS or similar managed database services Track record of architecting cloud native platforms in regulated or security sensitive environments Comfortable leading technical conversations with engineers and stakeholders alike Why Join? Work on platforms that power financial services, trading, and gambling businesses at scale Genuine technical leadership with real architectural ownership Modern AWS stack with no legacy baggage holding you back Regulated environments that make the engineering problems more interesting, not more restrictive A team that values engineering quality over shipping at any cost Investment in training, certifications, and progression Hybrid working with two days per week in the London office Don't Tick Every Box? That's fine. Nobody has every line on a spec. If you've got strong AWS, Kubernetes, and Terraform experience, plus the ability to think architecturally and lead technically, that's the core of it. The rest can be learned. Apply now! Senior Platform Engineer London (Hybrid, 2 days per week) Up to £90,000 + Bonus + Benefits AWS | EKS | Kubernetes | Terraform | RDS | Linux | GitHub Actions | Python | Go | SRE | CI/CD | Infrastructure as Code | Platform Engineering