Head of CCO Operations & Program

Location: TCMi - London

The Work We Do

Teciem designs, builds, and delivers treasury and capital markets software solutions for financial institutions worldwide. We serve banks of every size and geography, offering the right setup for the right need.

Our solutions are designed to replace multiple disconnected systems with one complete, front-to-back platform, helping customers to capture trading and business opportunities quickly, clearly and with control. We cover the entire trading lifecycle, ensuring that everything - from execution to position keeping, to risk management – runs smoothly.

With decades of experience and one of the largest, most diverse client bases in the industry, we turn deep industry knowledge into software that covers most asset classes, meets complex real-world treasury and capital market's needs, and adapts as markets evolve.

Head of CCO Operations & Programs

London | Grade 10 | Reports to: Chief Customer Officer | Direct Reports: 3+

The organisation

Teciem is a financial software solutions provider. Treasury and capital markets run through our name, our heritage and our DNA. Through strategic acquisitions and continuous innovation, our people and products have pioneered financial software solutions as part of Misys and Thomson Reuters and most recently leveraged scale as the Treasury and Capital Markets business within Finastra. Now with our new name, increased ambition and a new strategy we are in a phase of accelerated growth, innovation and transformation with a culture infused by transparency, accountability, performance orientation, our customer mindset and our people.

The opportunity

Teciem is building a new Customer organisation under the Chief Customer Officer, with clear accountability for customer health, retention and lifecycle outcomes. This role builds the operating engine behind it: the data, technology, processes and programmes that turn customer health, at-risk management and renewal readiness from reactive activity into a predictable, measurable discipline.

Role purpose

Own the operations, analytics and programme backbone of the CCO organisation, so that retention outcomes are predictable, risk is identified early, escalations are handled with discipline, customers move to current versions faster, and CSMs spend their time with customers rather than on administration.

Core accountabilities

Own Always-N (version management) as a cross-functional programme: strategy, removal of upgrade barriers, upgrade forecast and version compliance

Own the renewal management process across the CCO organisation: readiness, tracking and forecast visibility (commercial ownership remains with Sales)

Evolve the At-risk programme into predictive at-risk management, with early-warning indicators and disciplined risk governance

Own escalation management: the escalation framework, governance and cross-functional coordination, with resolution led by the COO

Own CS interlock management with Sales, Delivery, Support, Product and Finance

Own customer analytics: turning customer intelligence into timely insight and signals for the teams that need them

Own Customer Success technology: platform, integrations, data quality and automation

Run the CCO operating rhythm and programme office, including ExCo and Board reporting for the CCO

Key distinction

• CCO Operations & Programs owns the operating model, data, tooling, escalation management and programme mechanics
• Customer Success Enablement owns CSM capability, playbooks and best practice
• Head of Customer Experience owns VoC, NPS, CAB, advocacy and community
• CRO owns renewals and bookings; COO owns upgrade and delivery execution
• Scope of Responsibility (Direct ownership)
• Operations & Analytics (primary focus)
• Always-N / Version Management (programme ownership, upgrade barrier removal, upgrade forecast, version compliance)
• Renewal Management (renewal calendar, readiness criteria, CCO forecast view)
• At-risk Management (predictive signals, at-risk records, risk governance mechanics)
• Escalation Management (framework, governance, coordination, customer communication, recovery plans)
• CS interlock management (cross-functional cadences, RACI, action tracking)
• Customer Analytics (customer intelligence, signal generation and routing, health scoring model)
• Customer Success Technology (CS platform, CRM and data integrations, workflow automation)
• Programmes & operating rhythm
• CCO operating cadence, KPIs and performance reviews
• Programme management for CCO-led transformation initiatives
• Preparation of CCO reporting for ExCo and Board
• Matrix / shared alignment (no direct ownership)

Sales / CRO

• Renewals and bookings (fully owned by Sales)
• Account planning (owned by HFO / AE)
• Renewal forecast in CRM

COO

• Upgrade and migration delivery (Professional Services), including partner delivery
• Escalation resolution and recovery execution (Support and Professional Services)
• Support operations and SLA data

CPO / CTO

• Resolution of product-level upgrade barriers
• Test automation and upgrade tooling
• Release and end-of-support policy
• Product usage telemetry

Finance

• GRR, NRR and churn reporting (owned by Finance; CCO tracks and aligns)
• CCO peers
• CS Enablement: playbooks that consume operational signals
• Customer Experience: NPS and VoC data feeding customer health; escalation themes feeding VoC insight
• Important clarifications
• The role does not own renewals commercially. It owns the renewal process, readiness and visibility that make renewals predictable
• The role does not deliver upgrades. Professional Services and partners deliver; this role owns the Always-N programme, its strategy and its outcome
• The role does not resolve escalations directly. It owns the framework, governance, coordination and customer communication; resolution is led by the COO
• The role does not own retention financial reporting. Finance owns GRR, NRR and churn; this role tracks them and stays aligned
• The role does not own CSM capability or playbook content. It provides the data, signals and tooling those depend on

Key Responsibilities

• Always-N (version management)
• Own the Always-N strategy and lead it as a cross-functional programme with Product Management, Engineering, Professional Services and CSMs
• Identify the barriers to upgrade, product by product, by engaging directly with customers and customer-facing teams
• Bring those themes into Product and Engineering as prioritised, evidence-based asks, and track them through to resolution
• Shape the levers that accelerate upgrades, including test automation, partner delivery models and client incentives
• Maintain the single source of truth for planned upgrades and the upgrade forecast
• Track version compliance across the customer base, and the retention risk where customers fall behind
• Ensure upgrade plans are embedded in customer success plans
• Renewal management
• Run the renewal calendar and readiness process well ahead of each renewal date
• Define renewal readiness criteria and run readiness reviews with CSMs and AEs
• Provide the CCO view of renewal risk and forecast to the CRO
• At-risk management (predictive)
• Build early-warning indicators from usage, support, version, sentiment and commercial signals
• Run the at-risk governance mechanics: at-risk records, Account 360 inputs, and data packs for Regional and Global Risk Reviews
• Track risk plan execution and save rates, and refine the model based on outcomes
• Escalation management
• Own the escalation framework: definitions, severity levels, triggers and governance
• Coordinate the cross-functional response across COO, CRO and Product for customer escalations
• Lead customer communication and recovery plans, with execution led by the COO
• Identify root causes and recurring themes, and drive prevention with the relevant teams
• Manage escalations that create retention risk through the At-risk process
• Share escalation themes with Customer Experience as an input to Voice of Customer insight
• CS interlock management
• Design and run structured interlocks with Sales, Professional Services, Support, Product and Finance
• Maintain a clear RACI and ensure actions are tracked to closure
• Customer analytics
• Turn customer intelligence (usage, support, version, sentiment and commercial data) into actionable insight
• Ensure signals reach the right teams at the right time: CSMs, AEs, Product and Delivery
• Own the customer health scoring model and methodology, calibrated with CS Enablement and Customer Experience
• Track GRR, NRR and churn in alignment with Finance, who own those numbers
• Customer Success technology
• Own the CS platform roadmap, configuration and adoption
• Integrate CRM, support and product usage data into a joined-up customer view
• Use automation to remove CSM administration and keep teams customer-facing
• Programmes & operating rhythm
• Run the CCO programme office: initiative planning, milestones, dependencies and benefits tracking
• Operate the CCO operating rhythm and produce ExCo and Board reporting

Success metrics

Primary

Gross Revenue Retention (GRR)

• Version compliance (% of customers on current and supported versions)
• Renewal and retention forecast accuracy
• Share of churn and downsell identified in advance, and lead time
• Upgrade velocity and forecast accuracy
• Escalation resolution time and recurrence

Secondary

• Upgrade barriers resolved, by product
• Signals acted on within agreed timeframes
• Escalation volume trend
• CS platform adoption
• Interlock action closure rate
• CSM time released from administration
• Programme delivery against plan
• Operating model principles

Clear RACI (critical)

• CCO Operations & Programs → Always-N programme, operating model, customer insight, tooling, renewal and risk process, escalation management
• CS Enablement → CSM capability, playbooks, best practice
• Head of Customer Experience → VoC, NPS, CAB, advocacy, community
• CRO → sales, account planning, renewals, bookings
• COO → delivery, upgrade execution, support, escalation resolution
• Product → roadmap, removal of upgrade barriers, release and support policy
• Objective: make customer outcomes predictable, measurable and repeatable, and keep CSMs and AEs focused on customers.
• Organisation design
• Reports to

Chief Customer Officer

• Direct reports (indicative)
• Customer analytics and reporting
• CS technology and platform administration
• Escalation management
• Programme management
• This role is the operating engine of the Customer organisation, accountable for making customer health, risk, escalations, renewal readiness and version currency predictable.

Diverse Minds, Shared Ambition

At Teciem, we believe that our strength comes from the diversity of our people. Different perspectives, backgrounds, and experiences fuel our innovation and help us build solutions that truly make a difference in the world of financial technology.

We’re committed to creating a workplace where everyone feels respected, heard, and empowered to grow. Here, you can bring your whole self to work, contribute your unique ideas, and be part of a team driven by shared ambition.

We welcome talent from all walks of life and encourage applications from individuals of all genders, races, ages, abilities, identities, and beliefs. Together, we’re shaping a culture where diversity isn’t just celebrated — it’s essential to our success.