Operations Strategy Lead

Job DescriptionYOUR MISSION Rider cost is one of the largest cost lines at Glovo with more than 20 markets with very different economics. Your mission is to own business performance for our largest and most strategic markets, and to make sure the Controlling system behind them holds: that we see risks and opportunities early, that targets get challenged rather than accepted, and that analysis turns into decisions our markets actually execute. You will do this as a senior individual contributor with genuine decision ownership, your job is not to report on performance, but to drive it. THE JOURNEY Own rider business performance across our whole 20+ markets. You are the senior counterpart to Country Heads of Operations, Finance and General Managers in our largest markets, challenging their targets, deviations and recovery plans without formal authority .Across the rest of the portfolio, you will steer the overall picture, coaching and stepping in when an issue becomes material, ambiguous or cross-market Own the 360° view of our rider business KPIs. Cost is the headline, but it is only one dimension. You will own the full performance picture for our rider operations, cost per order and budget delivery alongside utilisation, delivery times, reassignments, supply health and rider experience, and you will be the person who holds the trade-offs between them. A market that hits its cost target by quietly degrading service has not hit its target, and it will be your job to say so. Over time, you become the person in the company who understands this business best. Find the money, and decide where we look for it. Across a portfolio this size there is always more to investigate than there is capacity to investigate it. You will identify the highest-value risks and opportunities, drawing on experiments, competitor benchmarks and market trends as much as on our own numbers, decide where the organisation spends its analytical effort, and take deep dives all the way through to a decision, always with ROI in mind. Own material deviations end to end: root cause, accountable owner, recovery plan and follow-through to closure. The goal is that nothing material surfaces for the first time at month close. Lead the business narrative through our Best Estimate, budget and annual planning cycles, owning the material trade-offs and the senior decisions, and acting as the single reference point for FP&A and Finance leadership rather than one voice among several. Where the returns justify it, you make the case for additional investment to Glovo's executive leadership, controlling the budget is only half the job. Raise the standard of the Controlling system itself, the standards, definitions, cadence, tooling usage and accountability that determine whether performance management is trustworthy. You will own this globally and set the standard the whole function works to, with a Controlling colleague covering our small and medium markets working with you on a dotted line. There are no direct reports today; as the function grows, there is a credible path to building a team around this scope. Be the business challenger to our analytics team, who own the forecasting, target-setting engine, models and performance tooling behind many of these decisions. You will need to understand their work well enough to find its weaknesses and make it better, without trying to own it yourself. Turn performance into decisions for senior leadership, VPs, Glovo leadership, Corporate Strategy and Delivery Hero counterparts, through short, honest, decision-oriented communication.