Senior Manager - Admin & Operations

JOB TITLE: Senior Manager, Admin & Operations

DEPARTMENT: Football Schools

DIRECT REPORTS: Admin & Operations Officer - Executive Administrators (3)

LOCATION: Cobham and Stamford Bridge

CONTRACT TYPE: Permanent Full Time

Closing date: 6th November

We encourage you to apply as soon as possible. In the event that we receive a large number of applications, the position may be filled before the listed closing date. To avoid missing out, please submit your application at your earliest convenience.

PURPOSE OF THE ROLE

Football Schools is Chelsea’s global player and coach development business, delivering a diverse portfolio of services and licensed partnerships in the UK and international markets.

This role is the operational backbone of the department. It owns the systems, data, reporting and administration the whole business runs on, from the customer record and billing through to budgeting, procurement and the management information leadership relies on. It leads the selection of the department’s operating platform and builds the reporting that makes performance visible across domestic and international activity. Reporting to the Director, the role is central to the Club’s priorities of driving profitable growth in revenue and investing in our future, giving the department the insight it needs to grow with confidence.

MAIN RESPONSIBILITIES:

• Data, reporting and management information. Own the operational and transactional data behind the department’s performance, ensuring it is complete, accurate and delivered on time. Produce the monthly performance reporting for the Director and the Club, and build the reporting that measures customer lifetime value, retention and partner performance.
• Financial planning and performance. Build the volume, activity and cost-driver inputs to the annual budget, track performance against plan and surface variance before it lands. Align systems, data and cost-centre structures so the department reports as a single profit and loss, working with the Club’s central Finance team who own the ledger and statutory reporting.
• Systems and platform selection. Lead the selection of the department’s registration, consent and operating platform with Technology and Procurement. Define requirements that serve both a domestic subscription business and international licensed operations, then make the recommendation.
• Customer and commercial administration. Own collection, billing and the customer record for the department’s programmes, so families are enrolled correctly and invoiced accurately. Set up billing at the point of signature so every new partnership is collectable from day one, and supply payment history to Commercial ahead of every renewal.
• Procurement, inventory and central resources. Own purchasing, purchase orders and central resources across the department, working within the Club’s procurement and financial authorisation processes. Manage kit and equipment inventory for UK delivery, including stock records, ordering, allocation to programmes and regular stock checks, so delivery teams have what they need and losses are controlled.
• Insight and forward planning. Source the data and analysis the Director uses to set strategy and plan. Develop a forward view of what the department needs to prepare for over the next six, twelve and twenty-four months.
• Team leadership and capability building. Lead, develop and performance-manage the administration team. Hold a high standard in detailed, essential work and build the capability the department needs as it grows.
• Data protection and safeguarding compliance. Ensure customer data and consent are captured, held and shared in line with data protection law and Club policy, across a customer base that is largely children. Apply the same standard to every partner that handles Chelsea customer data.

MEASURES OF PERFORMANCE:

• Reporting accuracy, with operational data complete, reconciled to source and no unexplained variance to the Club ledger
• Reporting timeliness, with monthly reporting delivered on schedule every month
• Budget and forecast inputs improving in accuracy through the year
• Operating platform selected and implemented against defined requirements, on time and within budget
• Data quality, measured by the proportion of the customer base held as a single, consented and usable record
• Administrative reliability, with enrolment, invoi…