Interim Chief Executive Officer in Manchester

Interim Chief Executive Officer

Job Type: 12-month appointment

Location: Hulme, Manchester (M15 5GX)

Salary: Salary c.£110k

Start Date: ASAP

Benefits:

• 30 days holidays (plus Bank Holidays)
• Free parking is available locally
• Membership of Local Government Pension Scheme

Closing date: Midnight on 12th November 2026. Interviews will take place on 24th November 2026.

WHY THIS ROLE, WHY NOW

One Education is at an important point in its development. We have significant strengths and a strong commitment to the schools and communities we serve, alongside a recognition that change is needed to secure our long-term sustainability and success.

The Board has committed to an ambitious programme of organisational renewal over the next 12 months. This will focus on strengthening leadership and governance, financial sustainability and commercial performance, organisational purpose and strategy, people and culture, and our operating model and ways of working. It will also strengthen how we use evidence, learning and performance information to inform decisions and drive improvement.

The programme will address immediate priorities while building the foundations for a more confident, connected and sustainable organisation.

The opportunity ahead

The Board wishes to appoint an Interim CEO for 12 months to provide leadership through this important period of transition and renewal.

This is an opportunity to lead a significant period of change, make a tangible difference and help shape the next chapter of the organisation's development.

THE 12-MONTH MANDATE

The Interim CEO will lead an established education business through a defined period of change, maintaining business continuity and performance while providing the leadership needed to deliver organisational renewal.

The role has two equally important and connected priorities.

Leading the organisation

Provide confident, effective leadership of the business, ensuring continuity, stability and strong performance throughout the interim period.

This means taking responsibility for the organisation as a whole - its people, customers, commercial and financial performance, operations, governance and relationships.

The Interim CEO will need to quickly establish a clear understanding of the business, identify and respond to immediate priorities, and provide the direction, decisions and support needed to maintain effective delivery.

They will also play an important role in building confidence, strengthening the Executive and Wider Leadership Teams and creating clarity and accountability across the organisation.

Leading organisational renewal

Take executive ownership of the Organisational Renewal Programme, turning the Board's commitment and agreed priorities into meaningful and sustainable change.

The Interim CEO will inherit a programme that has already been developed, with clear areas of focus and support arrangements being established.

Their role will be to bring leadership, judgement and momentum to its delivery - working with the Board, Executive Team, Programme Board and wider organisation to make decisions, address barriers and ensure progress.

This will require someone who can balance ambition with practical delivery, challenge established approaches where needed and engage people in shaping and implementing change.

Importantly, organisational renewal must be embedded in everyday leadership, decision-making and ways of working, creating lasting improvements in how the organisation operates and develops.

WHAT SUCCESS LOOKS LIKE

We recognise that lasting organisational change takes time.The next 12 months are an opportunity to make meaningful progress, strengthen the organisation and establish the foundations for its longer-term future.

By the end of the appointment, we want to see an organisation that is:

1. Stable, well-led and performing effectively

• Maintaining effective business operations, service quality and delivery for customers.
• Demonstrating clear leadership, decision-making and accountability across the organisation.
• Managing financial performance, operational priorities and organisational risks effectively.
• Providing confidence and continuity for staff, customers, the Board and other key stakeholders.

2. More financially sustainable and commercially capable

• Making measurable progress towards improved financial sustainability and business performance.
• Developing a clearer understanding of its markets, customers, commercial opportunities and competitive position.
• Strengthening commercial leadership, financial management and the capability to generate sustainable income.
• Establishing clearer priorities and plans for future growth and development.

3. Clearer about its purpose, direction and position

• Developing greater clarity and shared understanding of the organisation's purpose, identity and strategic direction.
• Establishing a stronger connection between its educational purpose, commercial priorities and business decisions.
• Improving how the organisation positions itself and communicates its value to customers and stakeholders.
• Having a clearer basis for future strategic decisions and investment.

4. A stronger organisation in which people can thrive

• Building greater trust, confidence and clarity across the organisation.
• Strengthening the Executive Team and wider leadership capability.
• Creating clearer expectations, responsibilities and accountability.
• Making tangible progress towards a more positive, collaborative and effective organisational culture.

5. Better organised and equipped to deliver

• Making progress towards a more effective operating model, with clearer structures, roles and ways of working.
• Strengthening the systems, processes and management information needed to support good decisions and delivery.
• Improving collaboration, coordination and accountability across teams and functions.
• Developing stronger approaches to performance, evidence, learning and continuous improvement.

6. Ready for its next phase

• Demonstrating meaningful progress against the Organisational Renewal Programme, with clear evidence of what has changed.
• Embedding improvements into the organisation's ongoing leadership, management and operations.
• Having clear priorities, plans and accountabilities for work that will continue beyond the interim period.
• Leaving a stronger leadership team, greater organisational capability and a clear foundation for the next phase of development.

Defining and measuring success

These outcomes will provide the basis for agreeing a more detailed set of priorities and measures with the Interim CEO at the start of the appointment.

Progress will be reviewed regularly with the Board, drawing on business performance, delivery of the Organisational Renewal Programme and evidence of wider organisational improvement.

LEADING THE ORGANISATION

The Interim CEO will have overall executive responsibility for the leadership, performance and effective management of the organisation throughout the appointment.

Working with and accountable to the Board of Directors, they will ensure business continuity, financial and commercial performance, effective governance and high-quality services for customers. They will provide leadership for the organisation’s people and maintain strong relationships with its owner and wider stakeholders.

Key responsibilities

Organisational and executive leadership

• Provide clear, confident and visible leadership across the organisation, setting direction, priorities and expectations.
• Lead, support and hold the Executive Team accountable for organisational performance and delivery.
• Strengthen leadership capability, collaboration and accountability across the business.
• Build trust, confidence and effective communication with staff during the leadership transition and beyond.

Business performance and operations

• Take overall responsibility for effective business operations, performance and service delivery.
• Ensure the organisation maintains high-quality services and strong relationships with its customers.
• Establish clear priorities, performance expectations and management arrangements.
• Identify and respond to operational challenges, risks and opportunities, ensuring timely decisions and action.

Financial sustainability and commercial leadership

• Take overall responsibility for the organisation's financial performance, sustainability and commercial effectiveness.
• Oversee financial planning, budgeting, forecasting, financial controls and performance reporting.
• Ensure effective management of income, expenditure, profitability and cash flow.
• Lead the organisation's commercial priorities, including customer relationships, business development and opportunities for sustainable growth.

Governance, accountability and risk

• Work effectively with the Board, providing clear advice, accurate information and timely reporting to support governance and decision-making.
• Ensure appropriate systems of governance, risk management, internal control and organisational accountability.
• Maintain compliance with relevant legal, regulatory and contractual requirements.
• Support effective relationships and communication between the Board, Executive Team and owner, within agreed governance arrangements.

People, culture and organisational effectiveness

• Provide leadership that supports a positive, inclusive and accountable organisational culture.
• Ensure effective people management, performance, development and organisational communication.
• Support the Executive Team to manage their areas of responsibility effectively, addressing challenges and strengthening capability.
• Ensure the organisation has the leadership, people and organisational capacity needed to deliver its priorities.

External leadership and relationships

• Represent the organisation credibly and effectively with customers, partners, the education sector and other key stakeholders.
• Maintain and strengthen important relationships, protecting the organisation's reputation and identifying opportunities for collaboration and growth.
• Champion the organisation's purpose, expertise and contribution to education.
• Work with the Board and Executive Team to strengthen the organisation's positioning and external profile.

LEADING ORGANISATIONAL RENEWAL

The Interim CEO will take executive responsibility for delivering the Organisational Renewal Programme, working with the Board, Executive Team and wider organisation to turn agreed priorities into meaningful change. This will require clear leadership, effective decision-making and a commitment to building the organisation's long-term capability.

Key responsibilities

Providing leadership and direction

• Take executive ownership of the Organisational Renewal Programme, ensuring it remains aligned with the organisation's wider priorities and business needs.
• Work with the Board and Programme Board to agree priorities, maintain focus and make informed decisions about pace, sequencing and resources.
• Provide clarity about what needs to change, why it matters and what success will look like.
• Balance the need for timely action with the importance of building understanding, confidence and organisational ownership.

Turning plans into action

• Lead the Executive Team and colleagues leading individual areas of the programme, in delivering agreed priorities, with clear responsibilities, milestones and accountability.
• Ensure that decisions are made, barriers are addressed and progress is maintained across the programme.
• Identify and manage dependencies, risks and competing demands between business operations and renewal activity.
• Ensure that programme activity translates into practical improvements in how the organisation is led, managed and operates.

Engaging people and building confidence

• Provide visible and accessible leadership throughout the renewal process.
• Work with staff and leaders to build understanding of the changes, create opportunities for meaningful involvement and respond constructively to concerns.
• Strengthen trust, communication and relationships across the organisation.
• Create the conditions for people to contribute their experience, ideas and expertise to shaping improvements.

Strengthening leadership and organisational capability

• Support and challenge the Executive Team to take ownership of change within their areas of responsibility.
• Develop stronger leadership, management and accountability across the organisation.
• Address cultural, structural and behavioural barriers that may prevent progress.
• Ensure that improvements strengthen internal capability and reduce reliance on external support over time.

Embedding change and sustaining progress

• Ensure that organisational renewal becomes part of the organisation's ongoing leadership, management and ways of working.
• Establish effective arrangements for monitoring progress, learning from experience and adapting the programme where necessary.
• Work with the Board and Programme Board to maintain a clear understanding of progress, risks and decisions required.
• Ensure that achievements, outstanding priorities and future requirements are clearly understood and can be taken forward beyond the interim appointment.

GOVERNANCE, RELATIONSHIPS AND SUPPORT

The Interim CEO will be accountable to the Board of Directors for the organisation's overall leadership and performance, including executive leadership of the Organisational Renewal Programme.

The Board is committed to providing clear direction, constructive challenge and appropriate support, ensuring the Interim CEO has the authority and space to lead effectively within agreed governance arrangements.

Key relationships and support

• Board of Directors - providing strategic direction, governance and oversight, and working closely with the Interim CEO on organisational priorities, performance and renewal.
• Owner - an important relationship in the organisation's governance and future development, with engagement taking place through agreed arrangements.
• Executive Team - the Interim CEO's principal leadership team, responsible for business performance, operational delivery and implementing organisational change.
• Programme Board - providing oversight, coordination and challenge across the Organisational Renewal Programme, supporting progress and resolution of significant issues.
• Programme Manager - providing dedicated support for programme planning, coordination, monitoring and reporting.
• Specialist advisers - providing external expertise, facilitation and practical support for agreed elements of organisational renewal.

THE PERSON WE ARE LOOKING FOR

We are looking for an experienced, credible and capable leader who can step into a complex organisation, quickly establish trust and confidence, and provide the direction and momentum needed during an important period of change.

The right person will bring a strong track record of organisational leadership, sound commercial judgement and experience of leading meaningful change. They will be comfortable taking responsibility for both the bigger picture and the day-to-day realities of running a business.

Experience and capabilities

We are looking for someone who can demonstrate:

• Senior organisational leadership - substantial experience as a CEO, Managing Director or senior executive, with responsibility for organisational performance, people, resources and delivery.
• Leading change and renewal - a track record of leading significant organisational change, translating strategic priorities into practical improvements and delivering results.
• Financial and commercial leadership - strong understanding of business performance, financial management, commercial sustainability, customers and opportunities for growth.
• Governance and accountability - experience of working effectively with Boards, owners or equivalent governance arrangements, providing sound advice and exercising appropriate judgement.
• People and leadership development - experience of leading senior teams, building capability, strengthening accountability and creating the conditions for people to perform well.
• Managing complexity and uncertainty - the ability to assess situations quickly, establish priorities, make difficult decisions and maintain progress in changing or challenging circumstances.
• Relationships and communication - demonstrates emotional intelligence andthe credibility and communication skills to work effectively with staff, customers, partners and other stakeholders, including where interests or perspectives differ.

How you lead

How the Interim CEO leads will be just as important as what they deliver. We are looking for someone who brings sound judgement, adaptability and emotional intelligence, alongside the confidence to lead through change and uncertainty.

In particular, we are looking for a leader who will:

• Listen, understand and build trust - take time to understand the organisation, its people and its context, while quickly establishing credibility and positive working relationships.
• Bring clarity and direction - help people understand what matters, what needs to happen and their role in making progress.
• Combine empathy with decisiveness - recognise the human impact of change, while being willing to make difficult decisions and address challenging issues.
• Balance ambition with practical delivery - see the bigger picture while remaining grounded in the realities of the business, its customers and its people.
• Engage and empower others - create meaningful opportunities for people to contribute, strengthening ownership, collaboration and accountability.
• Provide constructive challenge and support - work openly and confidently with the Board, Executive Team and wider organisation, challenging where necessary while supporting people to succeed.
• Build for the future - strengthen internal leadership, confidence and capability, ensuring that progress and improvements can be sustained beyond the interim appointment.

The experience that matters

We recognise that the right person may come from a range of professional and sector backgrounds.

Experience within education, or working with schools, academies and Multi Academy Trusts, would be valuable. However, we are equally interested in candidates who bring relevant experience from commercial businesses or other organisations operating in complex, purpose-led environments.

What matters most is the ability to understand our context quickly, take responsibility for business performance and provide the leadership needed to make meaningful progress over a defined period.

We are not looking for someone who arrives with all the answers. We are looking for someone with the experience, curiosity, confidence and judgement to understand what is needed, work with others and turn that understanding into effective action.

More Information: Please see the following documents:

• Briefing Document
• Organisation Structure
• 3 Year Business Plan
• People Strategy

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