Head of and Content

ABOUT MODAXOModaxo is a global collective of technology companies focused on People Transportation. Our businesses deliver software and solutions that connect people with the places they need to go. We combine the community and accountability of local businesses with the reach, investment and shared learning of a global organisation.

We operate through a decentralised, multi-brand model. Our businesses retain local ownership and autonomy, while benefiting from relevant knowledge, proven practices and connections across the wider organisation. As the company grows organically and through acquisition, our ability to capture, govern and reuse knowledge becomes increasingly important.

This is a new, high-visibility role with enterprise scope. It is designed to turn expertise spread across the company businesses, functions and leaders into a trusted, accessible and reusable body of knowledge and learning content. This is a strategic knowledge and capability role, accountable for translating priority knowledge into practical application. You will set the knowledge and content strategy, establish the governance model, build a prioritised roadmap and source and curate content with subject matter experts.

You will be accountable for the quality and coherence of the global layer, while business units remain free to create local content within agreed standards.

The role will succeed through judgement, influence and value creation. It must balance enterprise priorities with the realities of independently run businesses and make deliberate choices about what should be captured, standardised, scaled, signposted or managed within the businesses.

The role is remote and can be based in Eastern Canada or UK/Europe.

You will deliver
1. Enterprise Knowledge Strategy and Roadmap Set the strategy. Define the enterprise knowledge and content strategy, aligned to the company priorities and translated into a practical multi-year roadmap.

Prioritise for impact. Build a transparent intake and prioritisation approach with leaders and stakeholders, focusing effort on the knowledge that will create the greatest business value.

Own the global layer. Clarify which knowledge should be owned globally, which should remain local, and where common standards or signposting are sufficient.

Connect the portfolio. Create a coherent view across leadership content, functional playbooks, case studies, templates, AI capability content, acquisition learning and other reusable assets (understanding messaging and different channels and formats).2. Networks, Stakeholder Engagement and Knowledge Sourcing Build a strong network. Create and support a network of business-unit contributors, content owners and subject matter experts who help surface needs and validate knowledge.

Enable communities of practice. Partner with functional and business leaders to connect practitioners around shared challenges, proven approaches and emerging practice.

Make expertise visible. Develop simple ways for employees to identify where relevant expertise sits and how to access it.

Use live exchange selectively. Combine curated content with peer learning, case discussions, expert sessions and communities where human exchange adds more value than a static asset.
3. Knowledge Capture and Curation Build a repeatable sourcing model. Build effective relationships and effective ways to source and identify potential stories.

Create practical ways to extract expertise, lessons learned, playbooks and examples across the company without placing unnecessary burden on business leaders and domain experts.

Capture what works. Identify proven practices and relevant stories, validate them with the right experts and turn them into reusable…