About AURA
AURA is a global on demand security response, powered by smart technology.
We provide technology-enabled security and key holding response services across the UK, built on a live network of suppliers and independent responders (IRs) dispatched through our own platform. Check out our website and Linkedin page for more information.
The Role
The Operations Manager owns the day-to-day performance of AURA’s UK response network: the suppliers and responders who actually turn up to sites, the speed and reliability with which they do it, and the reporting that tells the business and our customers that the network is working. It’s a hands-on role.
You will be as comfortable chasing a supplier for a missing tracking number as you are presenting a weekly performance narrative to leadership, and you’ll move between the two within the same hour.
You’ll sit at the Centre of a fast-moving, matrixes set of relationships: your own UK team, the Operations Director, customer-facing colleagues, and the Shared Services located across the globe. Because decisions here get made quickly and without much ceremony, the job rewards someone who can build a credible case fast, get the right people in a room (virtual or otherwise), and move a decision to a close rather than let it drift for weeks.
Key Responsibilities
Network & Supplier Performance
- Own the day-to-day performance of AURA’s UK supplier and responder network against response-time (TRT), ETA adherence, cancellation and coverage targets.
- Identify and close coverage gaps recruiting, onboarding and commercially negotiating with new suppliers where existing coverage is weak, at risk, or has failed outright.
- Run supplier performance conversations directly: flag underperformance early, agree remediation with named owners and dates, and make (or drive) clear retain/remove decisions rather than letting issues run open for weeks.
- Manage supplier exits, transitions and onboarding (including key-handovers for keyholding sites) so that live coverage is never left exposed during a change.
Reporting & Performance Insight
- Support the operational reporting cycle, weekly performance briefs, the Service Review, and any ad-hoc leadership reporting, turning raw callout, QA and supplier data into a clear, honest narrative: what’s working, what’s at risk, and what needs a decision.
- Maintain and interpret the core KPI set (TRT – average, median and P85; ETA adherence; cancellation rate; dispatch method mix; supplier-level performance) and know when a number needs a caveat rather than a straight read.
- Keep reporting sources reconciled and credible, chase data-quality issues (competing figures from different systems, missing fields, stale trackers) to a genuine fix rather than a workaround, and be upfront in reporting about what is confirmed versus what is assumed.
Cross-Functional & Shared Services Collaboration
- Work daily with the South Africa Shared Services function across Supply routing billing, CRM/data and tooling issues to the right owner and following them through to resolution.
- Partner with Product/tooling contacts on fixes that affect operational visibility (e.g. control-room data latency, CRM data gaps) by turning a problem you’ve seen live into a clear, prioritised request.
- Support Finance/Shared Services on billing accuracy where operational data feeds commercial outcomes (e.g. call-out fee provisioning, invoicing queries) by making sure operational records are complete and correctly attributed.
Process, Escalation & Team Leadership
- Assist in building and formalising the processes and procedures the team needs as we scale – this is an active part of the role, and the expectation is that you spot the gap and suggest the fix, always being one step ahead.
- Own live escalations: coverage failures, missed callouts, supplier no-shows and customer-impacting incidents, coordinating a fast resolution and a clear after-the-fact account of what happened and why.
- Contribute to the team’s operating rhythm – huddles, stand-ups and reviews, keeping them focused on decisions and owners rather than status theatre.
- Support and develop team members with day-to-day ownership of network or supplier patches, setting a standard for pace, accountability and quality of work.
What Success Looks Like
- The network’s core performance metrics (TRT, ETA adherence, coverage) hold steady or improve, and when they don’t, you know why and what you’re doing about it.
- Coverage gaps and supplier issues get a dated decision and plan
- Leadership can read your reporting and trust it: numbers reconcile, caveats are stated up front, and nothing important is buried.
- Shared Services colleagues in South Africa experience you as easy to work with and quick to unblock; clear asks, fast follow-through, no mystery about status.
- Process debt goes down
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