Business Process Manager

About the role

Role Purpose As a key member of the Operational Center of Excellence (OCE), the Business Process Manager (BPM) owns the design, governance, and continuous improvement of all processes within the Service Operations function-from fund onboarding and lifecycle management through to regulatory reporting and client deliverables. The role is focused on transitioning the organization from individual, "hero-based" efforts to scalable, repeatable, and auditable systems. By fostering visibility, compliance, and structure, the BPM ensures that every internal workflow is documented, controlled, and systematically optimized over time. The BPM plays a critical role in workflow architecture, process mapping, and the Service Operations-Technology interface; they do not manage day-to-day operations or daily SLA delivery. Service Operations Leads remain responsible for daily execution and firefighting. The BPM provides the overarching framework, standard operating procedures (SOPs), and governance that unify and support these operational efforts. Key Responsibilities Process Governance & The "RPC Board" Standardize Service Operations workflows into a company-wide "Single Source of Truth" by creating and maintaining a structured, living library of SOPs (covering fund onboarding, NAV oversight, reporting, and client deliverables). Establish and run a governance committee of Responsible individuals, Process Owners, and Contributors (RPC Board) to eliminate cross-departmental bottlenecks and clarify workflow ownership when issues arise. Define version-control protocols and regular review cadences to ensure SOPs remain accurate as processes and platforms evolve. Continuous Process Improvement (CPI) Apply Lean and process excellence methodologies to identify and eliminate waste, manual handoffs, redundancies, and unnecessary manual interventions in core Service Operations cycles. Run structured CPI cycles-from problem framing and root-cause analysis through to implementation and benefit measurement-targeting a 15-20% increase in overall processing throughput without adding headcount. Maintain and manage a prioritized improvement backlog, ranked by impact on team capacity, error rate, and client SLA risk. Compliance & Risk by Design Embed compliance controls directly into Service Operations process design (e.g., mapping mandatory four-eye checks, sign-off steps, and escalation paths directly into systems rather than leaving them to informal practice). Structure processes to automatically generate digital paper trails, transforming regulatory audit preparation into a seamless, automated state so Service Operations is always audit-ready. Partner with Compliance and Risk stakeholders to ensure all process designs reflect current regulatory requirements relevant to fund administration. Service Operations-Technology Interface Act as a crucial bridge between Service Operations and Technology teams by defining clear, structured operational requirements before Product and Engineering teams build or iterate on internal systems. Proactively identify and phase out localized workarounds and "Shadow IT" (such as complex isolated Excel trackers or informal tools) in favor of scalable platform adoption. Act as the definitive voice of Service Operations in product discussions, ensuring internal tooling development is grounded in real operational needs. Capacity Modeling & Predictive Hiring Establish baseline unit-times for core Service Operations tasks (e.g., time per standard fund launch, per reporting cycle, per onboarding event). Build data-driven capacity models that allow leadership to forecast resource utilization and future headcount needs, ensuring fundcraft stays ahead of client demand rather than reacting to overload. Training & Knowledge Management Structure all Service Operations SOPs so they serve as the foundational framework for onboarding and upskilling new team members. Work alongside team leads to systematically identify and map undocumented knowledge, eliminating key-person risk and ensuring organizational resilience. Required Skills & Expected Behaviours Process Engineering & Lean Expertise: Deep expertise in end-to-end process mapping, BPMN (or equivalent), root-cause analysis, and practical application of Lean/Six Sigma methodologies (Green Belt or above preferred). Industry Domain Knowledge: 3-6 years of experience in process improvement, ideally within a fund administration, transfer agency, or regulated financial services operations environment. Tech-Ops Translation: Strong capacity to gather friction points from operations teams and translate complex workflows into precise technical software requirements for Product teams. Capacity Modeling: Strong analytical mindset with the capability to interpret time-study data, define unit-times, and build data-driven predictive models to present to senior stakeholders. Regulatory Mindset: Ability to bake compliance requirements, automated audit trails, and risk controls directly int

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