VP of Strategy Execution & Operational Excellence
Vortexa is a fast-growing international technology business founded to solve the immense information gap that exists in the energy industry. By using massive amounts of new satellite data and pioneering work in artificial intelligence, Vortexa creates an unprecedented view on the global seaborne energy flows in real-time, bringing transparency and efficiency to the energy markets and society as a whole.
The role
You will own and drive the execution of Vortexa’s most critical cross-functional initiatives, operating model, and performance cadence. Acting with delegated authority from the COO, you will align teams, force prioritisation, unblock execution, and ensure delivery of outcomes - not just activity.
This is not a reporting or coordination role. It is a hands-on execution leadership position accountable for delivering the company’s highest-priority strategic initiatives.
1. COO Partnership & Executive Enablement
- Act as a trusted extension of the COO with real execution ownership.
- Partner with the COO and executive team to translate strategy into execution – including strategic initiatives, execution plans, and clear outcomes.
- Drive clear, consistent communication of priorities and progress across the company.
- Operate with delegated authority to escalate and unblock decisions at pace.
2. Cross‑Functional Execution Leadership
- Lead company-critical initiatives end-to-end, cutting across functions.
- Act as a trusted operator and integrator – driving alignment, execution focus, and clear accountability, particularly during periods of change on increased complexity.
- Bring structure and urgency – ensuring initiatives are properly scoped, resourced, sequenced, and delivered with discipline.
- Surface and resolve priority, dependency, and accountability conflicts to ensure delivery against company objectives.
- Hold teams accountable for outcomes and results, not activity.
3. Strategy Execution & Operating Rhythms
- Own and continuously improve Vortexa’s operating rhythms, including OKRs, strategic initiatives, business operating reviews, and leadership updates.
- Represent the COO in execution‑focused forums when appropriate.
- Identify execution risks and performance gaps early; surface cross-functional dependencies and drive decisive resolution.
- Partner with the COO in business planning and reporting, including Board materials, and strategic planning processes.
4. Operational Excellence & Performance Management
- Strengthen the company’s operating model, governance, and decision‑making processes – reinforcing a culture of accountability and high-performance.
- Define and embed enterprise‑level performance metrics/KPIs clearly connected to strategy.
- Drive simplification, process improvement, and execution quality as the company scales.
- Drive data‑driven performance discussions at leadership and executive forums.
- Enable timely course‑correction where delivery against objectives is at risk.