Resource & Traffic Manager (UK)

Hybrid role, with 3 days per week required in our London office.

About Greenpark

Greenpark is a global, award-winning digital agency specialising in omnichannel search and social. Our raison d’etre is to create amazing content that people and algorithms love. How? Through data-led and performance-driven search and social content to help brands create meaningful connections that impact people's lives. Our unique expertise in Omnichannel Search & Insights, Creative Content and Performance Tech are delivered to our clients via an ad agency and in-house models. We do this for a global client portfolio including Unilever, Campari Group, AIA, Sanofi, Nestle, Lipton, Kimberley Clark, Straumann, Ricola, Globe Telecom, and more.

Want the real inside scoop? Our Playbook gives you a peek into how we work, collaborate, and get things done at Greenpark. Check it out here

Our Values

As a company, we strive and act together in our ambition to make a positive impact for the people and brands we serve, we do everything with kindness and respect at the core. ‘We Strive’, ‘Acting Together’, ‘With Kindness’ are the values that guide us.

About the role

Resourcing is how the agency turns sold work into delivered work. This role owns it.

You hold the single accurate view of who is working on what across EMEA, and you decide how work gets covered when capacity runs out. You run the weekly resourcing rhythm, you keep Paprika true, and you bring in freelance support when the permanent team cannot absorb the work.

This is not a coordination role. You make calls, you hold other people to the process, and you are expected to say no with a reason.

What you are accountable for

• The accuracy of the resourcing picture across EMEA. If what is on the system does not reflect what is actually happening, it is yours to put right.
• Capacity decisions. When two departments want the same person, you resolve it.
• Freelance cover, from spotting the need through to the work being covered and the spend controlled against budget. Talent source the people, you decide what is needed and make sure it lands.
• Timesheet compliance across the region, and every new starter trained to work the way we work.
• How well resourcing runs, not just whether it ran. You are expected to improve the process, not only operate it.

What you’ll do

1. The weekly resourcing rhythm and Paprika

• Chair the weekly resource meeting. Run the department by department capacity review off the Strategic Time Viewer, resolve what can be resolved in the room, and drive the actions to closed afterwards.
• Attend the weekly Incoming meeting for early sight of new briefs, pitches and upcoming work. Take the casting requirements and pipeline changes from it and turn them into bookings.
• Keep jobs in Paprika accurate and current. Create internal and pitch jobs to the naming convention, keep pipeline stages honest, chase stale jobs to a decision, and close what is dead.
• Keep the schedule clean and complete. Everything on the system, including non-billable, pitch and internal work, with clashes and expired retainers removed and leave reflected.
• Know at any point what is firm and what is speculative. Pencilled and pipeline work is visible as such, confidence states are applied consistently, and you can say what is real without having to go and ask.
• Hold a clear view of the business priorities, so that when speculative work collides with committed work you know which one gives, and why.
• Hold PMs and client services to the booking rules. Bookings are clean before the meeting, not during it.
• Act as the point of contact for resourcing across the business, including requests that arrive without a PM attached.

2. Freelance resourcing

• Identify freelance need early, usually at pre-sale and before the PM community is aware of it.
• Agree with the department head, and the PM where one is running the brief, whether a gap is filled by freelance, absorbed internally, or pushed back on timings.
• Brief the Talent team on what is needed and by when: skill, level, duration and budget. Talent find the people, you define the requirement and confirm the fit against the plan.
• Make sure freelancers are set up, booked and visible in the schedule, and see the cover through to completion. PMs commission directly on their own briefs, and you keep the overall picture straight across all of it.
• Track freelance spend against budget across the region, and report where it is going and why.
• Keep the freelance tracker current as the live record of who is on, where, and at what cost.

3. Onboarding, training and compliance

• Onboard every new starter on timesheets, Paprika and how resourcing works here. Finance create the Paprika record, and you check the set-up is right, including that the person is bookable with a utilisation target in place.
• Own weekly timesheet compliance for EMEA, including the escalation process, and report repeat offenders to their department head.
• Train PMs and client services on the booking rules, and keep the supporting guidance current.
• Make sure leavers are cleared from the schedule so reporting stays accurate.

4. Resource data and system integrity

• Check that percentage utilisation is set for every person, contract end dates are correct and grades and rates are right, and chase Finance where they are not. Without this, every capacity and cost report the agency produces is wrong.
• Maintain the saved views and the ready reckoner of billable targets as people and contracts change.
• Flag system issues and development needs to the Operations Director, who owns Paprika.

5. Improving how it works

• Look for efficiencies and better ways of running resourcing, and put them in place rather than proposing them and waiting to be told.
• Use the tools available, including AI, to take manual effort out of reporting, reconciliation and meeting follow-up.
• Keep the resourcing guidance and documentation current, so the process holds when people are away.

Decisions you own

These are yours to make, taking input from the relevant department head. Consulting them is expected. Waiting for them to decide is not.

• Who gets booked where when two departments want the same person.
• Whether a gap is filled by freelance, agreed with the department head, and the requirement that goes to Talent.
• When work has to be re‑planned or turned down because the capacity is not there, with the reason recorded.
• Whether a department's bookings are good enough to be reviewed, and sending them back if they are not.
• When a compliance issue stops being an admin problem and becomes a performance conversation.

What you’ll do

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