Head of Strategy in City of London

Natoora has spent two decades reshaping how chefs and home cooks think about fresh produce. Championing seasonality, varietal diversity, and building direct relationships with a vast network of growers. We've grown from a single-market foodservice business into a multi-region company spanning restaurants, retail, bakery, and therefore the decisions ahead of us, where we invest, which markets and channels we lean into, how we structure the business to support that growth, are bigger and more consequential than at any point in our history.

We're looking for a Head of Strategy to sit close to the CEO and bring rigour, pace, and clarity to those decisions. This is not a slide-deck role. You will own the analysis and the business case behind our biggest calls – where we allocate capital, which markets we enter, how we structure the operating model to support growth – but you will also be expected to see them through, working across sourcing, retail, operations, and finance to turn a direction into a plan that actually gets delivered.

You'll need to be equally comfortable in a room with the CEO and C-suite shaping a multi-year view of the business, and heads-down building the model or the business case that tests whether an idea actually holds up. This suits someone who has sat close to senior leadership before ideally in a business with real physical and operational complexity, and who pairs an analytical mind and love of data with financial acumen, and enjoys getting into the detail of how the business actually runs.

We want this role to pay for itself early. That means the first priority is finding real, near-term wins in how we operate today — for example, an optimisation in our delivery and logistics network, or a change to how we pick and pack that drives efficiency. Regional expansion and new business channels are very much part of the remit, and increasingly the focus as time goes on, but they build on the credibility and value created by those early wins.

Responsibilities

• Find the wins in how we run today. In the first phase of the role, prioritise practical, near-term improvements to our existing business. This is deliberately where the role starts; the scope for bigger strategic bets grows as these wins are delivered.
• Shape company strategy. Alongside those early wins, and increasingly so over time, work directly with the CEO and executive team to define Natoora's strategic priorities: where we grow, which markets and channels we invest behind, and how we sequence that investment.
• Own capital allocation and business casing. Bring financial rigour to how we prioritise investment across the business – building ROI cases, evaluating trade-offs between competing priorities, and making sure capital goes where it will do the most for the business. Bring the same discipline to evaluating new ventures.
• Lead geographic and channel expansion planning. Own the analysis and market-entry playbook behind new markets and channels. Sizing the opportunity, mapping the path in, and building the business case that gets it resourced. Work closely with existing teams in each region to pressure-test assumptions against past learnings.
• Get close to supply chain and operating model. Natoora's model is built on a genuinely complex, direct-to-grower supply chain, and most of our strategic questions run straight into it — network design, cost to serve, where we source from and how that scales. You'll need enough supply chain and operating-model fluency to work through these questions credibly with the teams who run it day to day, and to help design how the operating model evolves as we grow.
• Turn strategy into delivery. Once a direction is agreed, own getting it done. Build the plan, identify the right owners across the business, and run the cross-functional governance needed to keep major initiatives on track. We need someone who treats a strategy project as incomplete until it's actually been executed, not just approved.
• Be a thought partner to the C-suite. Work as a trusted sounding board for the CEO and senior leadership on the hardest, least-structured problems in the business; the ones without an obvious owner or an established way of answering them.

What We're Looking For

• A strong grounding in supply chain or another operationally complex business — someone who's had to build strategy that actually holds up against the physical reality of how a business runs, not just the numbers on a page.
• Real strategy experience. Whether from a corporate strategy function, strategy consulting, or a similarly rigorous background, including comfort with capital allocation, business casing, and M&A or new-venture evaluation.
• Institutional-grade financial and analytical skills, ideally with some grounding in corporate finance or investment banking, and the confidence to build and defend your own models rather than lean on someone else's.
• Just as comfortable rolling up your sleeves on a practical, near-term operational improvement as you are leading a longer-range strategic project. This role earns its remit through early wins, not just big ideas.
• A track record of working autonomously — someone who can take a loosely defined problem and structure it themselves, rather than needing it handed to them in pieces.
• Demonstrated seniority in working directly with C-suites or executive committees, ideally including experience running cross-functional governance or a PMO through a major transformation.
• A bias toward execution.
• Genuine interest in food, particularly fresh produce, and food systems.

What Success Looks Like

• First 6 months: You've identified and delivered at least one measurable operational win that demonstrably pays for the role; you've built credibility with the executive team and across the business; you understand our supply chain and commercial model well enough to challenge it constructively.
• 6 to 24 months: As those early wins compound, your focus shifts increasingly toward the bigger strategic bets — regional expansion, new business channels, major capital allocation decisions. Strategy at Natoora has a clear process and cadence that the executive team relies on; you're trusted to own our most ambiguous, highest-stakes problems; the strategic bets we've made under your analysis are visibly paying off in the business.

This is a full-time, on-site role based in our London office.