Company

The Fedcap Group is a mission-led international not-for-profit organisation focused on improving economic mobility and quality of life by unlocking opportunities for individuals and communities. Operating across multiple countries and jurisdictions, the Group delivers a diverse portfolio spanning education, health, employability and economic development. We combine global scale and shared capability with strong regional and local leadership, embedding social value, innovation and measurable impact in how we work, partner and deliver.

The Role

Reporting to the VP of Opportunity Management, the Director of Opportunity Management is accountable for the day-to-day execution of the enterprise Opportunity Management operating model. The Director converts opportunities accepted into the pursuit lifecycle into controlled, integrated delivery programmes and ensures they progress through PQQ/SQ, bid development, governance, submission, award and mobilisation readiness in accordance with the standards, controls and delegated authorities set by the function.

The role manages the active pursuit portfolio, deploys Bid Managers and Bid & Pursuit Coordinators and acts as the central integrator across operational, technical, financial, commercial and enabling functions. The Director operates and embeds the framework established by the function, maintains authoritative visibility of delivery health, evidence, decisions, risks and capacity, and escalates strategic, investment, exception or resource matters requiring functional or executive intervention. Strategic Intelligence & Pipeline retains accountability for market intelligence, portfolio prioritisation and the recommendation of where the Group should compete.

Key Accountabilities

1. Functional Delivery Leadership

Lead the day-to-day Opportunity Management function and translate the operating model, portfolio priorities and service standards into a controlled programme of pursuit delivery. Ensure Bid Managers and Bid & Pursuit Coordinators have clear assignments, expectations, tools and support.

• Maintain the operational plan and authoritative register for active, emerging and designated must-win pursuits.
• Allocate Bid Managers and Bid & Pursuit Coordinators in line with priority, complexity, risk and capacity.
• Embed the service standards, controls, templates and performance expectations in day-to-day delivery.
• Maintain a forward schedule of qualification forums, stage gates, solution and commercial reviews, readiness reviews and final approvals.
• Monitor workload, deadlines, resource conflicts and portfolio-level dependencies using objective delivery indicators.
• Provide concise functional portfolio reporting and evidence-based recommendations on capacity, investment, intervention and reprioritisation.

2. Opportunity Intake & Qualification Delivery

Operate the readiness and decision-support process for opportunities handed into Opportunity Management following strategic qualification. Ensure decision-makers receive complete, balanced and decision-ready materials without duplicating Strategic Intelligence & Pipeline’s accountability for market analysis, portfolio prioritisation or recommendations on where to compete.

• Coordinate pursuit-readiness assessments covering leadership, resource capacity, timetable feasibility, governance, evidence availability and mobilisation implications.
• Validate that the strategic rationale, customer position and portfolio decision supplied at handover are current and identify any gaps requiring referral.
• Prepare Go/No-Go and investment materials that clearly set out delivery assumptions, constraints, dependencies, resource requirements, economics and risk.
• Record decisions, conditions, actions and delegated authorities and ensure they are reflected in the pursuit plan.
• Trigger requalification and route the opportunity to the appropriate decision authority where scope, assumptions, economics or delivery conditions materially change.

3. Pursuit Planning & Bid Project Management

Ensure every priority pursuit has an integrated plan, clear ownership and controlled critical path. Provide direct intervention where delivery is at risk.

• Approve integrated pursuit plans covering workstreams, milestones, deliverables, dependencies, decision points, review points and accountable owners.
• Oversee PQQ, SQ and formal tender project management in accordance with the enterprise framework.
• Maintain integrated RAID, dependency and decision logs with owners, target dates and clear visibility of matters requiring senior intervention.
• Monitor critical-path performance, quality, capacity and readiness through an agreed reporting cadence and objective delivery indicators.
• Mandate time-bound recovery plans where delivery is off track, including resource reprioritisation and resequencing of activity.
• Escalate unresolved barriers promptly and secure the decisions or executive intervention needed to restore the critical path.

4. Cross-Functional Workstream Orchestration

Mobilise and orchestrate the operational, technical, financial, commercial and subject-matter capability required for each pursuit. Translate the function’s stakeholder and capability expectations into named ownership, timely contribution and integrated workstream delivery that produces a differentiated, evidence-based and deliverable proposition.

• Establish and maintain a stakeholder and capability map for each priority pursuit, including decision-makers, contributors, subject-matter experts, customer relationships and capability gaps.
• Secure named workstream owners with sufficient authority, capacity and time, and agree their deliverables and deadlines.
• Orchestrate service design, workforce, estates, technology, finance, commercial, legal, quality, governance and implementation inputs through one integrated plan.
• Run effective working sessions and structured proposition, solution and readiness reviews at the required points in the pursuit.
• Challenge fragmented, generic or unsupported inputs and coordinate closure of evidence gaps, inconsistencies and delivery concerns.
• Escalate gaps in ownership, contribution, quality or responsiveness through the routes established by the function.

5. Stage Gates & Decision Management

Run the formal governance process for active opportunities and maintain an auditable record of reviews and decisions. Ensure opportunities do not progress without the required evidence and approvals.

• Schedule and manage qualification, stage-gate and readiness reviews.

• Coordinate decision papers, risks and recommendations.

• Record decisions, conditions, actions, owners and deadlines.

• Monitor closure of actions and conditions.

• Escalate non-compliance and unresolved matters through the function’s governance route.

6. Pursuit Team Leadership & Stakeholder Coordination

Create effective, accountable pursuit teams and maintain clear communication across contributors and senior stakeholders. Ensure each participant understands the required outputs and deadlines.

• Establish pursuit governance, meeting cadence, communication arrangements and clear decision rights.
• Clarify responsibilities across Opportunity Management and the wider pursuit team and hold owners to account for agreed outputs.
• For designated must-win opportunities, operate the enhanced pursuit plan, reporting cadence, governance and assurance requirements set by the function.
• Maintain transparent visibility of must-win customer strategy, competitive position, win themes, solution, commercial strategy, executive engagement, critical decisions, risks and recovery actions.
• Provide concise status, exception and escalation reporting through the function’s governance route and to executive sponsors.
• Promote collaborative, disciplined execution and shared accountability for pursuit outcomes.

7. Submission Compliance & Readiness

Operate the controls required to ensure submissions and associated commitments comply with procurement instructions, the function’s commercial playbooks, delegated positions and internal approval requirements. Maintain clear separation from the Bid & Proposal Centre of Excellence while ensuring proposition content is supported by approved evidence and deliverable commitments.

• Ensure each pursuit has a controlled requirements matrix, compliance plan and submission schedule.
• Coordinate mandatory evidence, declarations, attachments and financial, commercial, legal, operational and quality approvals.
• Apply the relevant commercial playbook and confirm pricing assumptions, risk positions, negotiation parameters and exceptions are within approved authority.
• Surface material exceptions, unresolved conditions and unsupported commitments through the function’s governance route before submission.
• Lead final submission-readiness checks and confirm submission authority has been exercised within delegated arrangements.
• Ensure plans, requirements, approvals, decisions, actions, risks, evidence, working drafts and authorised final versions are version-controlled and retained in the appropriate Group systems.

8. Mobilisation & Implementation Readiness

Integrate mobilisation considerations into pursuit planning and ensure awarded opportunities move into delivery through a structured handover.

• Initiate mobilisation planning at the appropriate stage.

• Coordinate high-level 30, 60 and 90-day mobilisation plans where required.

• Track implementation assumptions, dependencies and critical lead times.

• Coordinate handover to mobilisation and delivery leaders.

• Monitor closure or transfer of outstanding pursuit actions.

9. Commercial Playbooks & Process Improvement

Maintain the practical tools and standards used by the Opportunity Management team. Ensure experience from live pursuits improves future governance and delivery.

• Maintain and deploy the function’s approved playbooks, templates, checklists, controls and guidance.
• Monitor adherence to the enterprise opportunity-management framework, service standards, commercial playbooks and information-governance requirements.
• Maintain operational performance data covering delivery health, compliance, timeliness, stakeholder experience and conversion outcomes.
• Coordinate post-pursuit reviews with Strategic Intelligence & Pipeline and the Bid & Proposal Centre of Excellence.
• Track improvement actions through to implementation and embed agreed changes in tools, training and controls.
• Provide the VP with evidence-based recommendations for framework, capability and process improvement.

10. Team Leadership & Development

Lead and develop the Bid Managers and Bid & Pursuit Coordinators who deliver the active pursuit portfolio. Build consistent capability and provide clear professional standards.

• Line-manage, coach and develop team members.

• Set objectives, allocate work and evaluate delivery against agreed standards.

• Develop capability in planning, governance, coordination and submission compliance.

• Balance resource demand across concurrent pursuits.

• Create a culture of accountability, pace, collaboration and continuous improvement.

Person Specification

Experience and Qualifications - Essential

• Significant management experience in opportunity management, bid management, programme management, business development or commercial delivery.

• Demonstrable experience managing complex, multi-workstream pursuits from qualification through submission.

• Strong practical knowledge of stage gates, bid project management, PQQ/SQ activity and submission compliance.

• Experience coordinating operational and enabling functions in a matrix environment.

• Strong risk, issue, dependency and stakeholder-management skills.

• Ability to manage concurrent priorities and demanding procurement deadlines.

• Experience leading and developing Bid Managers, project managers or coordinators.

• Experience working within complex, regulated, commissioned or publicly funded markets.

Desirable

• Experience in employment, health, education, justice, disability or other publicly funded services.

• Experience of competitive dialogue, BAFO or complex tendering.

• Experience of mobilisation and implementation planning.

• Experience with CRM, project-management and bid-management systems.

• Relevant project, programme, commercial or bid-management qualification.

Key Performance Indicators

• Active and must-win pursuits delivered against baselined integrated plans, critical-path milestones, dependencies and quality standards.
• Compliance with qualification, stage-gate, readiness and delegated approval requirements.
• Quality, completeness and timeliness of governance and decision materials.
• Timely closure of RAID actions, decision conditions, workstream blockages and recovery plans.
• Alignment of functional capacity, named ownership and cross-functional contribution with pursuit priorities.
• On-time, compliant and controlled completion of PQQ, SQ and tender submissions.
• Compliance with commercial playbooks, approved positions, document-control standards and exception approvals.
• Successful transition of awarded opportunities into mobilisation and delivery with assumptions and outstanding actions controlled.
• Stakeholder confidence in pursuit leadership, visibility, coordination and escalation.

Team capacity, capability, performance and implementaCompany

The Fedcap Group is a mission-led international not-for-profit organisation focused on improving economic mobility and quality of life by unlocking opportunities for individuals and communities. Operating across multiple countries and jurisdictions, the Group delivers a diverse portfolio spanning education, health, employability and economic development. We combine global scale and shared capability with strong regional and local leadership, embedding social value, innovation and measurable impact in how we work, partner and deliver.

The Role

Reporting to the VP of Opportunity Management, the Director of Opportunity Management is accountable for the day-to-day execution of the enterprise Opportunity Management operating model. The Director converts opportunities accepted into the pursuit lifecycle into controlled, integrated delivery programmes and ensures they progress through PQQ/SQ, bid development, governance, submission, award and mobilisation readiness in accordance with the standards, controls and delegated authorities set by the function.

The role manages the active pursuit portfolio, deploys Bid Managers and Bid & Pursuit Coordinators and acts as the central integrator across operational, technical, financial, commercial and enabling functions. The Director operates and embeds the framework established by the function, maintains authoritative visibility of delivery health, evidence, decisions, risks and capacity, and escalates strategic, investment, exception or resource matters requiring functional or executive intervention. Strategic Intelligence & Pipeline retains accountability for market intelligence, portfolio prioritisation and the recommendation of where the Group should compete.

Key Accountabilities

1. Functional Delivery Leadership

Lead the day-to-day Opportunity Management function and translate the operating model, portfolio priorities and service standards into a controlled programme of pursuit delivery. Ensure Bid Managers and Bid & Pursuit Coordinators have clear assignments, expectations, tools and support.

• Maintain the operational plan and authoritative register for active, emerging and designated must-win pursuits.
• Allocate Bid Managers and Bid & Pursuit Coordinators in line with priority, complexity, risk and capacity.
• Embed the service standards, controls, templates and performance expectations in day-to-day delivery.
• Maintain a forward schedule of qualification forums, stage gates, solution and commercial reviews, readiness reviews and final approvals.
• Monitor workload, deadlines, resource conflicts and portfolio-level dependencies using objective delivery indicators.
• Provide concise functional portfolio reporting and evidence-based recommendations on capacity, investment, intervention and reprioritisation.

2. Opportunity Intake & Qualification Delivery

Operate the readiness and decision-support process for opportunities handed into Opportunity Management following strategic qualification. Ensure decision-makers receive complete, balanced and decision-ready materials without duplicating Strategic Intelligence & Pipeline’s accountability for market analysis, portfolio prioritisation or recommendations on where to compete.

• Coordinate pursuit-readiness assessments covering leadership, resource capacity, timetable feasibility, governance, evidence availability and mobilisation implications.
• Validate that the strategic rationale, customer position and portfolio decision supplied at handover are current and identify any gaps requiring referral.
• Prepare Go/No-Go and investment materials that clearly set out delivery assumptions, constraints, dependencies, resource requirements, economics and risk.
• Record decisions, conditions, actions and delegated authorities and ensure they are reflected in the pursuit plan.
• Trigger requalification and route the opportunity to the appropriate decision authority where scope, assumptions, economics or delivery conditions materially change.

3. Pursuit Planning & Bid Project Management

Ensure every priority pursuit has an integrated plan, clear ownership and controlled critical path. Provide direct intervention where delivery is at risk.

• Approve integrated pursuit plans covering workstreams, milestones, deliverables, dependencies, decision points, review points and accountable owners.
• Oversee PQQ, SQ and formal tender project management in accordance with the enterprise framework.
• Maintain integrated RAID, dependency and decision logs with owners, target dates and clear visibility of matters requiring senior intervention.
• Monitor critical-path performance, quality, capacity and readiness through an agreed reporting cadence and objective delivery indicators.
• Mandate time-bound recovery plans where delivery is off track, including resource reprioritisation and resequencing of activity.
• Escalate unresolved barriers promptly and secure the decisions or executive intervention needed to restore the critical path.

4. Cross-Functional Workstream Orchestration

Mobilise and orchestrate the operational, technical, financial, commercial and subject-matter capability required for each pursuit. Translate the function’s stakeholder and capability expectations into named ownership, timely contribution and integrated workstream delivery that produces a differentiated, evidence-based and deliverable proposition.

• Establish and maintain a stakeholder and capability map for each priority pursuit, including decision-makers, contributors, subject-matter experts, customer relationships and capability gaps.
• Secure named workstream owners with sufficient authority, capacity and time, and agree their deliverables and deadlines.
• Orchestrate service design, workforce, estates, technology, finance, commercial, legal, quality, governance and implementation inputs through one integrated plan.
• Run effective working sessions and structured proposition, solution and readiness reviews at the required points in the pursuit.
• Challenge fragmented, generic or unsupported inputs and coordinate closure of evidence gaps, inconsistencies and delivery concerns.
• Escalate gaps in ownership, contribution, quality or responsiveness through the routes established by the function.

5. Stage Gates & Decision Management

Run the formal governance process for active opportunities and maintain an auditable record of reviews and decisions. Ensure opportunities do not progress without the required evidence and approvals.

• Schedule and manage qualification, stage-gate and readiness reviews.

• Coordinate decision papers, risks and recommendations.

• Record decisions, conditions, actions, owners and deadlines.

• Monitor closure of actions and conditions.

• Escalate non-compliance and unresolved matters through the function’s governance route.

6. Pursuit Team Leadership & Stakeholder Coordination

Create effective, accountable pursuit teams and maintain clear communication across contributors and senior stakeholders. Ensure each participant understands the required outputs and deadlines.

• Establish pursuit governance, meeting cadence, communication arrangements and clear decision rights.
• Clarify responsibilities across Opportunity Management and the wider pursuit team and hold owners to account for agreed outputs.
• For designated must-win opportunities, operate the enhanced pursuit plan, reporting cadence, governance and assurance requirements set by the function.
• Maintain transparent visibility of must-win customer strategy, competitive position, win themes, solution, commercial strategy, executive engagement, critical decisions, risks and recovery actions.
• Provide concise status, exception and escalation reporting through the function’s governance route and to executive sponsors.
• Promote collaborative, disciplined execution and shared accountability for pursuit outcomes.

7. Submission Compliance & Readiness

Operate the controls required to ensure submissions and associated commitments comply with procurement instructions, the function’s commercial playbooks, delegated positions and internal approval requirements. Maintain clear separation from the Bid & Proposal Centre of Excellence while ensuring proposition content is supported by approved evidence and deliverable commitments.

• Ensure each pursuit has a controlled requirements matrix, compliance plan and submission schedule.
• Coordinate mandatory evidence, declarations, attachments and financial, commercial, legal, operational and quality approvals.
• Apply the relevant commercial playbook and confirm pricing assumptions, risk positions, negotiation parameters and exceptions are within approved authority.
• Surface material exceptions, unresolved conditions and unsupported commitments through the function’s governance route before submission.
• Lead final submission-readiness checks and confirm submission authority has been exercised within delegated arrangements.
• Ensure plans, requirements, approvals, decisions, actions, risks, evidence, working drafts and authorised final versions are version-controlled and retained in the appropriate Group systems.

8. Mobilisation & Implementation Readiness

Integrate mobilisation considerations into pursuit planning and ensure awarded opportunities move into delivery through a structured handover.

• Initiate mobilisation planning at the appropriate stage.

• Coordinate high-level 30, 60 and 90-day mobilisation plans where required.

• Track implementation assumptions, dependencies and critical lead times.

• Coordinate handover to mobilisation and delivery leaders.

• Monitor closure or transfer of outstanding pursuit actions.

9. Commercial Playbooks & Process Improvement

Maintain the practical tools and standards used by the Opportunity Management team. Ensure experience from live pursuits improves future governance and delivery.

• Maintain and deploy the function’s approved playbooks, templates, checklists, controls and guidance.
• Monitor adherence to the enterprise opportunity-management framework, service standards, commercial playbooks and information-governance requirements.
• Maintain operational performance data covering delivery health, compliance, timeliness, stakeholder experience and conversion outcomes.
• Coordinate post-pursuit reviews with Strategic Intelligence & Pipeline and the Bid & Proposal Centre of Excellence.
• Track improvement actions through to implementation and embed agreed changes in tools, training and controls.
• Provide the VP with evidence-based recommendations for framework, capability and process improvement.

10. Team Leadership & Development

Lead and develop the Bid Managers and Bid & Pursuit Coordinators who deliver the active pursuit portfolio. Build consistent capability and provide clear professional standards.

• Line-manage, coach and develop team members.

• Set objectives, allocate work and evaluate delivery against agreed standards.

• Develop capability in planning, governance, coordination and submission compliance.

• Balance resource demand across concurrent pursuits.

• Create a culture of accountability, pace, collaboration and continuous improvement.

Person Specification

Experience and Qualifications - Essential

• Significant management experience in opportunity management, bid management, programme management, business development or commercial delivery.

• Demonstrable experience managing complex, multi-workstream pursuits from qualification through submission.

• Strong practical knowledge of stage gates, bid project management, PQQ/SQ activity and submission compliance.

• Experience coordinating operational and enabling functions in a matrix environment.

• Strong risk, issue, dependency and stakeholder-management skills.

• Ability to manage concurrent priorities and demanding procurement deadlines.

• Experience leading and developing Bid Managers, project managers or coordinators.

• Experience working within complex, regulated, commissioned or publicly funded markets.

Desirable

• Experience in employment, health, education, justice, disability or other publicly funded services.

• Experience of competitive dialogue, BAFO or complex tendering.

• Experience of mobilisation and implementation planning.

• Experience with CRM, project-management and bid-management systems.

• Relevant project, programme, commercial or bid-management qualification.

Key Performance Indicators

• Active and must-win pursuits delivered against baselined integrated plans, critical-path milestones, dependencies and quality standards.
• Compliance with qualification, stage-gate, readiness and delegated approval requirements.
• Quality, completeness and timeliness of governance and decision materials.
• Timely closure of RAID actions, decision conditions, workstream blockages and recovery plans.
• Alignment of functional capacity, named ownership and cross-functional contribution with pursuit priorities.
• On-time, compliant and controlled completion of PQQ, SQ and tender submissions.
• Compliance with commercial playbooks, approved positions, document-control standards and exception approvals.
• Successful transition of awarded opportunities into mobilisation and delivery with assumptions and outstanding actions controlled.
• Stakeholder confidence in pursuit leadership, visibility, coordination and escalation.

Team capacity, capability, performance and implementa