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Greater London, England, United Kingdom
Hybrid
Before Duvo, our founders built and ran a $2 billion retailer. They saw how much critical work still depended on spreadsheets, inboxes, supplier portals and the memory of experienced operators. The real process rarely lived in one system. People held the last mile together.
Duvo is building the Enterprise Execution OS: the shared layer that understands how work really runs, carries it across existing systems and measures the business result.
Our agents do the work, not just suggest the next step. They gather evidence, make decisions within agreed rules, route exceptions to the right person and update the source system. People keep control wherever judgment or approval is needed. Every action leaves an audit trail.
We start with one recurring process and a clear outcome. Every solution carries a contracted 5x ROI guarantee.
As a Senior Transformation Strategist, you will own the customer's business transformation, not a single Duvo deployment.
You will lead a small portfolio of large enterprise customers. Your job is to set the transformation direction, earn the confidence of senior customer leaders and make the calls that keep the work moving. You are accountable for the business result, the customer relationship and the next wave of value.
You will work alongside Transformation Strategists, who own the day-to-day account presence and workstream execution, and Forward Deployed Engineers, who own the technical solution. Your role is to give both teams a sharp steer, raise the quality of the work and intervene when a decision, relationship or commercial outcome needs senior judgment.
This role needs two kinds of experience that rarely come together: the problem-solving discipline of a strong MBB consultant and the judgment of an operator who has had to live with the result.
Start with a view, not a blank page. Learn how the work actually happens, including the exceptions and handoffs that never reach a system of record. Test where the loss sits and focus the customer on the few changes that can take out cost, release cash, protect service, shorten cycle time or strengthen control.
Turn that diagnosis into a clear roadmap: what starts now, what waits, what should not be done, who owns each decision and what evidence could change the plan. Set the few questions and decisions that matter, then direct the team to build the fact base and customer materials needed to answer them.
Agree which steps should disappear, which decisions an agent can make, which controls must remain and where people need to stay involved. Establish the account cadence: the right senior forums, clear workstream ownership, decisions, risks and escalation routes. Coach the Transformation Strategist who is present in the account day to day; do not become their substitute.
The technical deployment is only part of the job. You will build the sponsor coalition, handle resistance, fix gaps in ownership and capacity, redesign roles and close the old path. You will review the work closely enough to maintain quality and unblock it, while giving the delivery team room to own it.
Lock the baseline, target and measurement window before implementation. Track misses as well as successes. Put the result into language a CFO would trust, then get the customer to sign it off.
Once the value is proven, shape the next phase. You own the evidence, strategic case and customer readiness; the commercial owner leads pricing and contracting. Identify expansion opportunities early and convert credible delivery into a larger mandate without compromising the current work.
Your unit of ownership is a business result the customer can sustain. It is not a deck, a deployment, a steering committee or a positive user survey.
You should have both MBB training and real operating experience. We will assess five things:
Structured problem solving. You worked in a core, client-facing role at McKinsey, BCG or Bain. You can take an unfamiliar operation apart, find the critical question and give an executive a clear answer without hiding behind a framework.
Operating ownership. You have built, launched, fixed or grown something inside a company, business unit or startup. The result depended on you after the recommendation was made. Strong evidence includes owning a P&L or revenue target, building a new function or taking a product or operating process from zero to real use.
Transformation delivery. You have personally carried a change from business case through implementation and adoption to a measured outcome. You can explain the baseline, the financial logic, who resisted, what you changed and whether it still worked six months later.
Executive and commercial judgment. You can hold your own with a COO, CFO or board. You know when to challenge, escalate, narrow the scope or stop. You have helped turn a successful first engagement into a larger mandate without losing the trust of the customer.
Early-stage working style. You move without perfect instructions, write clearly and surface bad news early. You use AI seriously in your own work and can reason about the split between agents, people, controls and exceptions. You are choosing Duvo for the work, stage and ownership, not for an AI title.
Experience in retail, CPG, supply chain, logistics, inventory or finance operations will help you ramp faster. It is useful, but it does not replace the five capabilities above.
You independently own a small set of strategic accounts and can state the financial thesis, stakeholder map, workstream health and next decision for each without opening a deck.
Each account has a Transformation Strategist with clear day-to-day ownership, a useful senior cadence and fast escalation when judgment is needed.
Customers can point to verified movement in cost, cash, service, cycle time or control. The old process is closed, or has a committed closure date.
Proven results have led to credible expansion across functions, business units or markets.
Your work has improved Duvo's playbook. The next Strategist can reuse your diagnostics, proof methods and adoption mechanisms.
Your best work ended with the recommendation or target operating model.
You need a mature playbook, a large support team or stable priorities to perform well.
You describe impact through workshops, launches, training attendance, estimated hours or stakeholder sentiment rather than business results.
You want to be the sole hero on every workstream, or cannot delegate meaningful execution while retaining accountability.
You avoid commercial conversations, direct feedback or visible accountability.
Own it. The bar is not “I flagged it.” It is “I moved it forward.” An 80% fix today often beats a perfect answer next week.
Stay close to the customer. Know their real day better than the process document. If they ask us to automate something broken, show them a better way.
Prove it and say it straight. Measure before you propose. Share bad news when you have it. Strong opinions are welcome; defending them after the evidence changes is not.
Use AI and work in public. We use AI on our own work and remain responsible for the output. We write things down in English so someone who missed the meeting can still follow.
Bring intensity and judgment. A good answer can still lose if it arrives too late. The pace is high because the team is small and the customer work is live. Commitment comes from the work, not monitoring or guilt.
This role is UK-based. You'll need to be living in the UK, or relocating there before you start, and able to travel to client sites from there. Expect regular travel and working on site with customers for multiple days in a week when projects are live.
Competitive compensation and meaningful equity, with flexibility in the balance between cash and ownership.
Direct access to founders, customers and decisions.
The budget and autonomy to use the best AI tools available.
A product already producing measured results in live enterprise operations.
The chance to help define how Duvo, and its customers, approach AI-led transformation.
Screening call.
Competency interview. A detailed look at transformations you personally led and the results you produced.
Live case. An enterprise problem that tests structure, numbers, prioritisation and executive communication.
Founder conversation. A candid discussion about the role, Duvo and whether this is the environment for you.
We move quickly and give direct feedback throughout.
