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Greater London, England, United Kingdom
Hybrid
Multiverse is the upskilling platform for AI and Tech adoption.
We have partnered with 1,500+ companies to deliver a new kind of learning that's transforming today’s workforce.
Our upskilling apprenticeships are designed for people of any age and career stage to build critical AI, data, and tech skills. Our learners have driven $2bn+ ROI for their employers, using the skills they’ve learned to improve productivity and measurable performance.
In April 2026, we announced $70 million in strategic funding, led by Schroders Capital, with participation from StepStone Group, Lightspeed Venture Partners and General Catalyst. At an increased valuation of $2.1bn, the round makes us Europe’s first EdTech double unicorn.
But we aren’t stopping there. With a strong operational footprint and 800+ employees, we have ambitious plans to continue scaling. We’re building a world where tech skills unlock people’s potential and output.
Join Multiverse and power our mission to equip the workforce to win in the AI era.
It's an incredible time to join Multiverse as Director of Enterprise Technology, as we scale from Series E toward IPO. Every stage of that journey raises the bar on what "good" IT looks like: more employees, more auditors, more systems, more scrutiny — and zero tolerance for the operation falling over.
We're looking for a Director of Enterprise Technology to own IT end-to-end: two connected halves of the function, the day-to-day running of IT services across the business, and the delivery of the systems and platform changes that will carry us through IPO and beyond. This is not a "keep the lights on" role split from a "build the future" role — it's one leader accountable for both, because at this stage of growth they have to move in lockstep. You'll be the most senior IT voice in the business, setting the strategy as well as running the operation.
This role needs an AI-native leader. Not someone who bolts AI onto existing ways of working, but someone who sees automation and AI as the engine of the team — the thing that lets a lean function support a scaling business without just adding headcount, and that turns IT from a cost centre into a genuine driver of strategic business outcomes.
The Mission: Multiverse is reshaping the future of workforce development. As we scale headcount, geographies, and compliance obligations on the way to IPO, IT has to go from "good enough for a fast-growing startup" to "resilient, auditable, and scalable for a public company" — without ever compromising the experience our 1,000+ employees get day to day.
The Environment: You'll sit at the centre of a small, high-trust, fully in-house IT function, with full ownership of the IT budget, tooling strategy, and roadmap. You'll represent IT to the exec team and, increasingly, to auditors and the board as we approach IPO. You'll have the autonomy to decide how your team's time and the IT budget are split across your two remits, and the seniority to make the case for more of either when the business needs it.
Our Tech Stack: Google Workspace (we're a Google-first environment); identity via Okta, Entra ID and/or JumpCloud, including Okta Workflows; endpoint security/EDR tooling; FreshService (or similar) for service management; automation and integration via n8n, Zapier, Workato, and scripting (Python, Bash); and security practice aligned to frameworks like ISO 27001.
You'll manage the operational running of IT across Multiverse — ensuring our 1,000+ employees get excellent support, that people join, move within, and leave the business with seamless and secure experiences, and that incidents are handled swiftly and professionally. This is delivered by your in-house team, so you'll own resourcing, workload, and standards directly rather than through a third party.
You'll lead the planning and delivery of the systems and platform changes IT needs to make as we scale — new tooling, integrations, identity and endpoint platform upgrades, automation of manual processes, and the technical controls (access management, audit trails, change management) that a business preparing for IPO is expected to have in place. You'll run these as real projects: scoped, resourced, tested, and rolled out with minimal disruption to BAU.
You'll lead the whole of IT — a small, fully in-house team spanning both remits — balancing workload and investment across BAU and project work, and making the call on trade-offs between "fix it now" and "fix it properly." You'll own the IT budget and roadmap, and be the one accountable when the exec team or board asks how IT is scaling with the business. A big part of the role is making things better across both sides of the house: spotting manual processes that should be automated, building workflows that save time, and continuously improving how IT operates as the business scales. You're not just keeping the lights on — you're making the whole operation more efficient, more auditable, and more scalable.
Stabilise and prove BAU: Quickly own service delivery end-to-end, with SLAs met and your in-house team's standards and workload clearly managed and visible. Once that’s done, you move on to implementing a culture of continuous improvement, which gives measurable improvements in all areas of our BAU work.
Ship your first systems project and define the roadmap: Take at least one meaningful systems implementation (identity, ITSM, automation platform, or major integration) from scope to live rollout, with documentation and controls a future auditor could follow. And at the same time develop a clear roadmap of future projects that allows IT Ops to enable and power the Business for the future rather than provide drag.
Build the team model: Establish how your team's time splits across BAU and project work, and how it's protected for continuous improvement work rather than constantly firefighting. Identify any skills gaps and hire or restructure as appropriate.
Lead with AI, not just tolerate it: Set a visible standard for using AI and automation as the default way of working across the team — identifying manual, repeatable processes across the IT Ops estate to eliminate, and freeing capacity for higher-value systems work. But you won’t stop there, as you’ll go on to use it where the thinking is hard, not just where the task is easy — diagnosing complex incidents, forecasting capacity and risk, and shaping how the estate evolves."
Raise the operating bar: Introduce (or tighten) the documentation, change management, and incident processes that scale with headcount and hold up under IPO-level scrutiny.
Build a customer focus: Build real relationships with the stakeholders IT Ops serves — understanding their goals well enough to anticipate needs, not just respond to requests. You'll be judged not on tickets closed but on whether other leaders see IT Ops as a team that makes their work easier."
7+ years in IT operations or IT leadership, including 3+ years as the most senior IT person in a business or leading multiple IT teams/functions at once
Proven experience owning IT strategy and service delivery in a scaling organisation with a fully in-house team, including managing to SLAs and internal standards
Experience selecting, procuring, and managing software/tooling vendor relationships (contracts, budget, renewals) even without an MSP in the mix
Track record of leading systems or platform implementations end-to-end — scoping, stakeholder management, testing, rollout, and adoption — as well as running BAU in parallel
Strong automation mindset — you've built or directed workflows and automated processes that saved real, measurable time across a function, using scripting (Python/Bash) or platforms like n8n, Zapier, or Workato
Genuinely AI-native as a leader: you use AI tools daily, you can tell the difference between a real agentic workflow and a chatbot wrapper, and you set the tone for your team to work the same way
You see automation and AI as the engine that lets a lean team punch above its weight — not a side initiative, but core to how you plan headcount, prioritise work, and deliver strategic outcomes for the business
Solid technical foundation: identity management (Okta, Entra ID, or JumpCloud), endpoint management, SaaS administration (Google Workspace or equivalent), and how these connect to broader systems architecture and IT strategy
Comfortable owning trade-offs between "run the business" and "change the business" investment, and making that case to the exec team
Excellent communication — calm under pressure, credible with end-users, vendors, auditors, and senior leadership alike
Process-minded with a bias for documentation, change control, and continuous improvement
Full ownership experience: budget management, vendor/tooling negotiation, and direct people leadership
Experience in tech, edtech, or high-growth environments, ideally having led IT through a significant scaling milestone (funding round, M&A, or IPO readiness)
Direct exposure to IPO or public-company readiness work: SOX, ITGCs, access reviews, audit evidence, or working with external auditors
Hands-on experience with modern identity platforms (Okta, Entra ID, JumpCloud) — Okta Workflows especially
Familiarity with modern IT tooling: FreshService (or similar ITSM), Google Workspace, endpoint security/EDR tooling
Understanding of security frameworks such as ISO 27001 — what controls and evidence look like in practice, especially relevant to IPO readiness
ITIL foundation or equivalent service management knowledge
Experience with incident management frameworks and tooling
Experience presenting IT performance, risk, or roadmap to an exec team or board
We evaluate and drive performance through Behaviours, Achievement, and Mastery, grounded in our Operating Principles. In this role, that looks like:
Drivers, Not Passengers: You don't wait to be told which fires to fight or which projects to prioritise — you own the trade-off between BAU and systems work and drive both forward.
Solve for Customer Value: Whether it's an employee waiting on a laptop or a new platform rollout, you prioritise what actually improves the experience and the business, not what's easiest to ship.
Be Decisive, Even in Ambiguity: Systems implementations rarely have a perfect plan. You make the call, roll out, learn, and adjust rather than waiting for certainty.
AI to Deliver Outcomes: You treat AI and automation as the engine of the team, not a side project — the reason a lean function can scale with the business rather than just adding headcount, and a direct lever for delivering strategic business outcomes, not just internal efficiency.
Benefits
Time off - 27 days holiday, plus 5 additional days off: 1 life event day, 2 volunteer days, 2 company-wide wellbeing days (M-Powered Weekend) and 8 bank holidays per year
Health & Wellness- private medical Insurance with Bupa, a medical cashback scheme, life insurance, gym membership & wellness resources through Wellhub and access to Spill - all in one mental health support
Hybrid work offering - for most roles we collaborate in the office three days per week with the exception of Coaches and Instructors who collaborate in the office once a month
Work-from-anywhere scheme - you'll have the opportunity to work from anywhere, up to 10 days per year
Space to connect: Beyond the desk, we make time for weekly catch-ups, seasonal celebrations, and have a kitchen that’s always stocked!
Our Commitment to Diversity, Equity and Inclusion
We’re an equal opportunities employer. And proud of it. Every applicant and employee is afforded the same opportunities regardless of race, colour, ancestry, religion, sex, national origin, sexual orientation, age, citizenship, marital status, disability, gender, gender identity or expression, or veteran status. This will never change. Read our Equality, Diversity & Inclusion policy here.
Our Commitment to Safeguarding
Multiverse is committed to safeguarding and promoting the welfare of our learners. We expect all employees to share this commitment and adhere to our Safeguarding Policy, our Prevent Policy and all other Multiverse company policies. Successful applicants will be required to undertake at least a Basic check via the Disclosure Barring Service (DBS).
For roles that will involve a Regulated Activity, successful applicants must also undergo an Enhanced DBS check, including a Children’s Barred List check and a Prohibition Order check. Roles involving Regulated Activity may interact with vulnerable groups, therefore are exempt from the Rehabilitation of Offenders Act 1974 meaning applicants are required to declare any convictions, cautions, reprimands, and final warnings.
Providing false information is an offence and could result in the application being rejected or summary dismissal if the applicant has been selected, and possible referral to the police and the DBS.
