Chief Operating Officer

Job PurposeThe Chief Operating Officer (COO) is the operational leader of Input Output (IO) and the CEO's peer on running the company. The role owns the business infrastructure that makes everything else possible, including how IO plans, decides, measures, delivers, and improves as an organisation.IO is moving from a centralised operating model to one where business units have greater autonomy, supported by shared enterprise infrastructure. The COO leads that transition, replacing informal, person-dependent processes with adaptive, AI-enabled systems that scale. The role is accountable for the design and deployment of IO's business operating system, including the frameworks, workflows, metrics, and governance structures that let the organisation run at scale without depending on individual heroics.The COO leads Enterprise Operations, ICT, AI, People, Finance, Legal, and Venture Studio operations. The role works in close partnership with the CEO, and with C-suite peers including the Chief Technology Officer, Chief Product Officer, Chief Scientist, and Chief Financial Officer, to shape and execute organisational strategy. The COO also plays a critical supporting role in the rebuild of IO's engineering and delivery capability, partnering with the CTO to bring the organisational rigour of elite software companies into IO's operating model.The COO co-owns the technical rebuild of IO's engineering capability, bringing the organisational rigour and engineering culture of elite software companies to a technically ambitious, globally distributed team.RequirementsKey ResponsibilitiesRunning The Company Own IO's operational model, including the structures, systems, and rhythms that keep the organisation coherent across business units and geographies Build the frameworks that enable functional autonomy while maintaining enterprise-wide alignment Serve as the primary operational decision-maker for the company, with a clear view of what is happening, what is stuck, and what needs to change. This includes decision authority on facilities costs and M&A costs Manage IO's Book of Work, including what is in flight, what is next, what is blocked, and what needs to stop Lead the Executive Committee, driving the operating cadence of the executive team, including agenda, decisions, and follow-through Set the meeting philosophy for the executive team: meetings exist to answer why IO is not hitting its KPIs, and what remedy needs to be installed Partner with the CEO to agree the internal communications strategy, including how change is explained and adopted across the company Business Operating System Own the design and deployment of IO's business operating system, including the frameworks, workflows, metrics, and governance structures that enable the organisation to run at scale without person-dependency Partner with the Business Operating System Design team to ensure the operating model is built for adoption, and that it works for the people using it Lead the transition from informal processes to systematic, AI-enabled infrastructure, replacing individual expertise with scalable, institutional knowledge Ensure the operating system continuously adapts through feedback loops and AI-driven insights, so that the infrastructure improves itself over time Metrics, KPIs, and Performance Management Identify the metrics that matter for the survival and success of the business, and build the operating system tuned to those metrics Set the KPI framework across the organisation, including how KPIs are defined, cascaded, measured, and reviewed Ensure decisions are grounded in measurement, and hold executive peers and function leaders accountable for the metrics in their domain Drive continuous improvement through visible, quantitative signals rather than opinion or narrative Supporting the Engineering and Delivery Rebuild Support the CTO in the rebuild of IO's engineering and delivery organisation, providing the operational scaffolding, governance, and ...