Head Of Ai Transformation

Job description

AI is going to fundamentally change how companies operate. At Chip, we don't want to bolt AI onto the way we work today – we want to use it to rethink how we operate, make decisions and scale.

We're looking for a Head of AI Transformation to work directly with our COO and leadership team to make that happen.

This role will sit at the heart of how Chip operates and evolves. Alongside driving our AI transformation, you'll work directly with the COO on our broader operating model – how the organisation is structured, how work flows across teams, how decisions get made, how priorities translate into execution, and how we create the operating leverage required to scale.

This is not an AI strategy role where success means producing a roadmap. And it isn't a traditional programme management role.

It's a business transformation and operating role, with AI as one of the most important tools available to you.

You’ll identify where AI, automation and changes to the way we operate can materially improve the business, turn those opportunities into executable initiatives and drive them through to measurable results.

You’ll work across every part of Chip – Operations, Customer Service, Finance, Risk & Compliance, Marketing, Product, Engineering, People and our leadership teams – looking horizontally across the organisation rather than optimising functions in isolation.

You’ll help us understand how work actually flows through Chip, where time and capacity are being consumed, where processes are unnecessarily manual, where ownership or decision‑making is unclear, where organisational friction is slowing us down, and where AI or changes to our operating model can enable us to operate faster, smarter and at greater scale.

Most importantly, you’ll make things happen.

• Work directly with the COO on how Chip operates and scales. Help evolve our operating model as the business grows – looking at organisational structures, accountabilities, decision‑making, governance, ways of working and how teams interact across the company.

• Identify and solve cross‑business operating problems. Some of the biggest opportunities won’t belong to a single function. You’ll get underneath issues that cut across teams, establish what’s really causing them and drive the changes required to fix them.

• Improve how strategy turns into execution. Help create stronger connections between company priorities, functional plans and the work actually happening across the organisation – ensuring we can see where resources are being deployed, where delivery is off track and where leadership intervention is required.

• Drive operating leverage. Constantly look for opportunities to increase the amount Chip can deliver without proportionately increasing cost or headcount – through better processes, clearer accountability, technology, automation, AI and changes to how work is organised.

• Challenge organisational complexity. Identify unnecessary hand‑offs, duplicated activity, unclear ownership, excessive reporting, slow decision‑making and processes that have accumulated as the business has grown – and simplify them.

• Help the COO maintain a business‑wide view of performance and execution. Surface emerging issues, dependencies, capacity constraints and opportunities that might otherwise remain within individual functions.

• Lead selected COO‑sponsored strategic and operational initiatives. Where an important business problem or opportunity cuts across existing organisational boundaries, take ownership of getting it understood, structured and delivered.

• Own Chip’s business‑wide AI transformation programme, translating our ambitions for AI into a prioritised portfolio of initiatives with clear owners, milestones and…