Operations Governance Manager

Department : Operations Reports To : Head of Operations (HOOPS) Location : Cape Town, South Africa Paterson Level : D5 About Our Company At the Cock 'n Bull, operational excellence isn't achieved through instinct or personal preference — it's achieved through structure, governance, and accountability. Every department runs on a defined set of governance frameworks that outline what must be achieved, the standards to be upheld, and the boundaries that keep performance consistent. These frameworks form the backbone of how our business operates — setting the strategic direction, ensuring that every action connects back to purpose, accountability, and measurable results. To turn the strategic direction into action, we operate through our Rhythm of Business (ROB) — the structured heartbeat of the company. The ROB establishes a predictable cycle of planning, execution, review, and reflection that keeps the business moving in sync all year round. It ensures that every team, every framework, and every review operates in rhythm — aligned to the same priorities, timelines, and accountability points. Supporting this is our OKR (Objectives and Key Results) methodology, inspired by the principles in John Doerr's Measure What Matters. OKRs define how success is measured — translating strategic objectives into tangible, trackable outcomes that guide performance across every level of the business and ensure that focus stays on what truly matters. Together, our Frameworks, ROB, and OKRs create a connected system that turns governance into progress. They ensure that work at the Cock 'n Bull isn't reactive or personality-driven, but structured, measurable, and forward-moving by design. This approach ensures that the business runs predictably, compliantly, and consistently — not through firefighting or ad hoc decision-making, but through disciplined structure. The Operations Department doesn't reinvent systems — it applies them. Every plan, process, and review follows a clear, company-wide operating rhythm that connects strategy, planning, execution, and performance. That's where the Operations Governance Manager comes in. Purpose of the Role The Operations Governance Manager (OGM) ensures that Operations executes exactly as designed - through systems, not presence. You'll take the strategic objectives set by leadership and turn them into structured, time-bound, and measurable plans, then lead your team (Area Manager) to deliver them consistently across all stores. This is a thinking role, not a doing one. It is not a traditional hands‑on operations position. There are no routine store visits, no firefighting, and no "running the floor." You lead through planning, structure, data, and disciplined follow-through — ensuring the department performs predictably, compliantly, and in full alignment with company standards. Key Accountabilities 1. Governance and Execution Discipline Ensure all operational activities, plans, and decisions align with company systems and standards. Translate strategic direction from the Head of Operations into clear, measurable departmental plans. Maintain consistency and structure across all operational activities — performance and compliance are driven by systems, not personality. Ensure adherence to all statutory requirements (BCEA, LRA, OHS, and EEA). Act as the assurance point that Operations runs the way it was designed — structured, compliant, and accountable. Key Accountabilities 2. Strategic Translation & Operational Planning Turn company strategy into departmental action plans with clear owners, timelines, and measures. Build and manage the execution calendar, ensuring deliverables are tracked and achieved. Work closely with the Head of Operations to ensure plans are feasible, resourced, and aligned across all leadership levels. Lead quarterly and annual reviews to assess progress, identify risks, and ensure continued relevance. Key Accountabilities 3. Oversight, Accountability & Assurance Govern execution through structured reports, dashboards, and performance reviews — not physical presence or ad‑hoc inspections. Track results, identify variances, and drive corrective action to restore alignment. Provide leadership with clear, data‑backed insight into departmental performance and compliance. Ensure all communication, reporting, and record‑keeping follow the company's defined systems. Key Accountabilities 4. Leadership & Team Capability Lead and mentor Area Manager (AM) to deliver through structure, not improvisation. Build operational maturity, accountability, and decision‑making discipline in the leadership layer. Reinforce professionalism and consistent leadership behaviour across the team. Promote the understanding that governance is not red tape — it's the roadmap to predictable performance. Drive leadership development and skills growth through structured coaching, performance reviews, and targeted on‑the‑job training that strengthens framework literacy and execution capability. Partner with HR and the Training & Development function to identify capability gaps, ensuring that training priorities align with operational needs and governance standards. Key Accountabilities 5. Continuous Improvement & Executional Alignment Identify recurring challenges or inefficiencies in how systems are applied. Recommend improvements that increase clarity, speed, and efficiency — without changing the approved governance model. Collaborate with Head of Operations and HR to ensure lessons from performance reviews and governance reports lead to measurable improvements. Key Accountabilities 6. Communication & Cross‑Department Alignment Serve as the communication bridge between the Head of Operations and the wider operations leadership team. Communicate operational plans, performance expectations, and priorities with clarity and structure. Maintain strong feedback loops — ensuring top‑down direction and bottom‑up insight remain aligned. Ideal Candidate Profile Mindset: Governance‑ and systems‑oriented thinker who embraces innovation to improve how work gets done. Comfortable using data, technology, and modern tools (including AI where appropriate) to create smarter, more efficient ways of planning, reviewing, and reporting. Qualification: A relevant National Diploma or Bachelor's Degree (NQF Level 6–7) in Business Management, Operations Management, Retail Management, Commerce, or an equivalent field is required. A Postgraduate Diploma or MDP focused on strategic operations, governance, or leadership systems will be advantageous. Experience: 5–7 years in multi‑site operations or governance leadership, ideally within retail, hospitality, or FMCG. Proven experience implementing structured systems, not improvisational management. Skills: Strong in operational planning, analytical reasoning, and translating strategic direction into executable plans. Advanced reporting and process governance capability. Knowledge: Sound understanding of BCEA, LRA, OHS, EEA, and operational governance. Leadership Style: Structured, disciplined, and people‑centric. Leads through systems, accountability, and mentorship — not micromanagement. Understands that governance and people go hand in hand: clarity empowers confidence, and structure drives performance. In Summary Govern operations through company systems and standards. Translate strategy into actionable, measurable plans. Oversee execution and compliance through reporting and structured review cycles. Maintain discipline, structure, and accountability across the department. This is not a traditional operations role. The Operations Governance Manager doesn't manage stores — they manage the system that governs how stores operate. You will … How to Apply Submit your CV and a detailed motivation explaining how you have turned strategic objectives within a governance system into structured, measurable, and actionable operational plans — and how you ensured compliance and performance without being in the field. All shortlisted candidates will be required to complete psychometric assessments as part of the selection process. #J-18808-Ljbffr