Head of CCO Operations & Program Greater London, United Kingdom Area

The Work We Do

Teciem designs, builds, and delivers treasury and capital markets software solutions for financial institutions worldwide. We serve banks of every size and geography, offering the right setup for the right need.

Our solutions are designed to replace multiple disconnected systems with one complete, front-to-back platform, helping customers to capture trading and business opportunities quickly, clearly and with control. We cover the entire trading lifecycle, ensuring that everything - from execution to position keeping, to risk management – runs smoothly.

With decades of experience and one of the largest, most diverse client bases in the industry, we turn deep industry knowledge into software that covers most asset classes, meets complex real-world treasury and capital market's needs, and adapts as markets evolve.

Head of CCO Operations & Programs

London | Grade 10 | Reports to: Chief Customer Officer | Direct Reports: 3+

The organisation

Teciem is a financial software solutions provider. Treasury and capital markets run through our name, our heritage and our DNA. Through strategic acquisitions and continuous innovation, our people and products have pioneered financial software solutions as part of Misys and Thomson Reuters and most recently leveraged scale as the Treasury and Capital Markets business within Finastra. Now with our new name, increased ambition and a new strategy we are in a phase of accelerated growth, innovation and transformation with a culture infused by transparency, accountability, performance orientation, our customer mindset and our people.

The opportunity

Teciem is building a new Customer organisation under the Chief Customer Officer, with clear accountability for customer health, retention and lifecycle outcomes. This role builds the operating engine behind it: the data, technology, processes and programmes that turn customer health, at-risk management and renewal readiness from reactive activity into a predictable, measurable discipline.

Role purpose

Own the operations, analytics and programme backbone of the CCO organisation, so that retention outcomes are predictable, risk is identified early, escalations are handled with discipline, customers move to current versions faster, and CSMs spend their time with customers rather than on administration.

Core accountabilities

Own Always-N (version management) as a cross-functional programme: strategy, removal of upgrade barriers, upgrade forecast and version compliance

Own the renewal management process across the CCO organisation: readiness, tracking and forecast visibility (commercial ownership remains with Sales)

Evolve the At-risk programme into predictive at-risk management, with early-warning indicators and disciplined risk governance

Own escalation management: the escalation framework, governance and cross-functional coordination, with resolution led by the COO

Own CS interlock management with Sales, Delivery, Support, Product and Finance

Own customer analytics: turning customer intelligence into timely insight and signals for the teams that need them

Own Customer Success technology: platform, integrations, data quality and automation

Run the CCO operating rhythm and programme office, including ExCo and Board reporting for the CCO

Key distinction:

CCO Operations & Programs owns the operating model, data, tooling, escalation management and programme mechanics

Customer Success Enablement owns CSM capability, playbooks and best practice

Head of Customer Experience owns VoC, NPS, CAB, advocacy and community

CRO owns renewals and bookings; COO owns upgrade and delivery execution

Scope of Responsibility (Direct ownership)

Operations & Analytics (primary focus)

Always-N / Version Management (programme ownership, upgrade barrier removal, upgrade forecast, version compliance)

Renewal Management (renewal calendar, readiness criteria, CCO forecast view)

At-risk Management (predictive signals, at-risk records, risk governance mechanics)

Escalation Management (framework, governance, coordination, customer communication, recovery plans)

CS interlock management (cross-functional cadences, RACI, action tracking)

Customer Analytics (customer intelligence, signal generation and routing, health scoring model)

Customer Success Technology (CS platform, CRM and data integrations, workflow automation)

Programmes & operating rhythm

CCO operating cadence, KPIs and performance reviews

Programme management for CCO-led transformation initiatives

Preparation of CCO reporting for ExCo and Board

Matrix / shared alignment (no direct ownership)

Sales / CRO

Renewals and bookings (fully owned by Sales)

Account planning (owned by HFO / AE)

Renewal forecast in CRM

COO

Upgrade and migration delivery (Professional Services), including partner delivery

Escalation resolution and recovery execution (Support and Professional Services)

Support operations and SLA data

CPO / CTO

Resolution of product-level upgrade barriers

Test automation and upgrade tooling

Release and end-of-support policy

Product usage telemetry

Finance

GRR, NRR and churn reporting (owned by Finance; CCO tracks and aligns)

CCO peers

CS Enablement: playbooks that consume operational signals

Customer Experience: NPS and VoC data feeding customer health; escalation themes feeding VoC insight

Important clarifications

The role does not own renewals commercially. It owns the renewal process, readiness and visibility that make renewals predictable

The role does not deliver upgrades. Professional Services and partners deliver; this role owns the Always-N programme, its strategy and its outcome

The role does not resolve escalations directly. It owns the framework, governance, coordination and customer communication; resolution is led by the COO

The role does not own retention financial reporting. Finance owns GRR, NRR and churn; this role tracks them and stays aligned

The role does not own CSM capability or playbook content. It provides the data, signals and tooling those depend on

Key Responsibilities

Always-N (version management)

Own the Always-N strategy and lead it as a cross-functional programme with Product Management, Engineering, Professional Services and CSMs

Identify the barriers to upgrade, product by product, by engaging directly with customers and customer-facing teams

Bring those themes into Product and Engineering as prioritised, evidence-based asks, and track them through to resolution

Shape the levers that accelerate upgrades, including test automation, partner delivery models and client incentives

Maintain the single source of truth for planned upgrades and the upgrade forecast

Track version compliance across the customer base, and the retention risk where customers fall behind

Ensure upgrade plans are embedded in customer success plans

Renewal management

Run the renewal calendar and readiness process well ahead of each renewal date

Define renewal readiness criteria and run readiness reviews with CSMs and AEs

Provide the CCO view of renewal risk and forecast to the CRO

At-risk management (predictive)

Build early-warning indicators from usage, support, version, sentiment and commercial signals

Run the at-risk governance mechanics: at-risk records, Account 360 inputs, and data packs for Regional and Global Risk Reviews

Track risk plan execution and save rates, and refine the model based on outcomes

Escalation management

Own the escalation framework: definitions, severity levels, triggers and governance

Coordinate the cross-functional response across COO, CRO and Product for customer escalations

Lead customer communication and recovery plans, with execution led by the COO

Identify root causes and recurring themes, and drive prevention with the relevant teams

Manage escalations that create retention risk through the At-risk process

Share escalation themes with Customer Experience as an input to Voice of Customer insight

CS interlock management

Design and run structured interlocks with Sales, Professional Services, Support, Product and Finance

Maintain a clear RACI and ensure actions are tracked to closure

Customer analytics

Turn customer intelligence (usage, support, version, sentiment and commercial data) into actionable insight

Ensure signals reach the right teams at the right time: CSMs, AEs, Product and Delivery

Own the customer health scoring model and methodology, calibrated with CS Enablement and Customer Experience

Track GRR, NRR and churn in alignment with Finance, who own those numbers

Customer Success technology

Own the CS platform roadmap, configuration and adoption

Integrate CRM, support and product usage data into a joined-up customer view

Use automation to remove CSM administration and keep teams customer-facing

Programmes & operating rhythm

Run the CCO programme office: initiative planning, milestones, dependencies and benefits tracking

Operate the CCO operating rhythm and produce ExCo and Board reporting

Success metrics:

Primary

Gross Revenue Retention (GRR)

Version compliance (% of customers on current and supported versions)

Renewal and retention forecast accuracy

Share of churn and downsell identified in advance, and lead time

Upgrade velocity and forecast accuracy

Escalation resolution time and recurrence

Secondary

Upgrade barriers resolved, by product

Signals acted on within agreed timeframes

Escalation volume trend

CS platform adoption

Interlock action closure rate

CSM time released from administration

Programme delivery against plan

Operating model principles

Clear RACI (critical)

CCO Operations & Programs → Always-N programme, operating model, customer insight, tooling, renewal and risk process, escalation management

CS Enablement → CSM capability, playbooks, best practice

Head of Customer Experience → VoC, NPS, CAB, advocacy, community

CRO → sales, account planning, renewals, bookings

COO → delivery, upgrade execution, support, escalation resolution

Product → roadmap, removal of upgrade barriers, release and support policy

Objective: make customer outcomes predictable, measurable and repeatable, and keep CSMs and AEs focused on customers.

Organisation design

Reports to

Chief Customer Officer

Direct reports (indicative)

Customer analytics and reporting

CS technology and platform administration

Escalation management

Programme management

This role is the operating engine of the Customer organisation, accountable for making customer health, risk, escalations, renewal readiness and version currency predictable.

Diverse Minds, Shared Ambition

At Teciem, we believe that our strength comes from the diversity of our people. Different perspectives, backgrounds, and experiences fuel our innovation and help us build solutions that truly make a difference in the world of financial technology.

We’re committed to creating a workplace where everyone feels respected, heard, and empowered to grow. Here, you can bring your whole self to work, contribute your unique ideas, and be part of a team driven by shared ambition.

We welcome talent from all walks of life and encourage applications from individuals of all genders, races, ages, abilities, identities, and beliefs. Together, we’re shaping a culture where diversity isn’t just celebrated — it’s essential to our success.