Group Operations Director Aevum Holdings · UK · Full-time · In-Office · Reporting to the Founder

About Aevum

Aevum Holdings is the parent group behind a family of businesses built on one conviction: that giving should be effortless, lasting, and trusted.

Across the group – Shamaazi's giving products, Ever Give's perpetual‑donation model, and a new donor‑advised fund – we've helped donors give hundreds of millions to some of the world's most recognised charitable organisations, at the moments that matter most.

The businesses are maturing fast, and the group around them needs to keep pace.

We've built world‑class products; now we need someone to hold the whole group together operationally as it grows.

This role exists to do exactly that.

The role

This is a senior, group‑level role at the parent company, for someone who reads a business quickly, finds the real problem, and fixes it.

You'll hold the operational, legal, compliance, and financial health of the group as a whole – the connective layer across our businesses, making sure they don't duplicate effort, share resources well, and run to a common standard.

You're also the person who stands up new operational capability where the group needs it.

It's a rare mix of strategic and hands‑on.

You set the operating standard across the group, and you step into the detail where there's a gap.

No two months look quite the same, and the brief will keep changing as the group does.

Your first big challenge is the incoming donor‑advised fund.

It has no dedicated operational presence today.

Getting it onto solid, independent, well‑governed footing – cleanly separated from the group's commercial activity – will be a significant part of your first 6–12 months.

From there, the remit only broadens.

Responsibilities

• Group operational, legal & compliance health
• Hold a clear, current view of how the group runs and where its legal, regulatory, and compliance obligations sit – available to the Founder and entity leads on demand.
• Surface risk early and put the structures in place to manage it, so the group heads off legal, regulatory, and operational exposure before it materialises rather than firefighting entity by entity.
• Act as the senior point of accountability for risk that spans more than one entity, where no single entity owner would otherwise hold it.
• The connective layer across our entities
• Be the operational bridge between the group's businesses: coordinating shared resources, intercompany pathways, and operational dependencies so the group functions as a coherent whole.
• Remove duplication and standardise process where a shared approach serves the entities better than isolated ones.
• Make resources, systems, and knowledge move across the group rather than being rebuilt in each – increasingly important as the group structure grows.
• Standing up the donor‑advised fund
• Provide the operational backbone for the group's new DAF – its day‑to‑day running and its integration into the group structure.
• Own the governance that keeps the fund genuinely independent: its regulatory standing, banking access, and governance structure, with clean lines from the group's commercial activity.
• Group finance oversight
• Hold the group's finances to a high standard of accuracy and discipline.

Our part‑time CFO runs the finance function; you're accountable to the Founder for understanding the numbers, keeping that function on track, and ensuring the group's finances are smooth, accurate, and well‑governed.

• Internationalisation and market access
• Lead the operational, legal, and compliance groundwork as the group and the DAF expand into new markets and segments – a substantial body of work with real regulatory complexity.
• Assess and address the distinct governance and regulatory requirements of new giving segments and product lines, and coordinate the readiness required before the group commits to a new market or jurisdiction.
• Operational continuity and surge capacity
• Provide senior operational oversight across the group, so key‑person dependencies and single‑operator risks within individual entities are understood and held at group level rather than left to chance.

Ensure operational knowledge, process, and continuity planning live across the entities rather than solely with individuals.

• Because the group runs lean, deploy directly into an entity to cover short‑term operational gaps – time‑bound and hands‑on – until the right standing capacity is in place.

What we're looking for

Essential

• A senior operator with deep operational judgement across people, legal, compliance, and finance – ideally in a regulated or financial‑services‑adjacent setting.
• Credible with a part‑time CFO: able to hold a finance function accountable without running it day to day.
• Equally comfortable setting direction and doing the work, and happy to parachute into the detail when an entity needs it.
• Calm, organised, and trusted across multiple stakeholders and entities – and self‑directing enough to run your own workflow without being chased.
• Energised, not unsettled, by a brief that keeps changing.

Desirable

• Comfortable with the governance demands of a donor‑advised fund and cross‑border expansion – or able to get there fast.
• Experience across a multi‑entity group or holding structure, and the intercompany coordination that comes with it.
• Exposure to fundraising, due diligence, or transaction processes, and what operational readiness looks like going into them.
• What success looks like
• By 30 days – you hold a clear, shared view of the group's operational, legal, compliance, and financial health, and the most urgent risks are named and owned.
• By 60 days – the DAF has a working operational backbone and a defensible independence and compliance position, and duplication across entities is visibly reducing.
• By 90 days – the group runs to a common operating standard, the DAF is fully operational and integrated, internationalisation is underway, and the Founder has reliable visibility of group finances through you.
• Working pattern, reporting, and location
• Reports to the founder at group (Aevum) level.
• Group‑spanning by nature, requiring contact time across the entities and expected to align with the points at which group leadership convenes, roughly monthly.
• Primarily remote, with one week per month in person in London.

The specific in‑person pattern is open to discussion, to achieve the same objective in a way that works around the postholder's location.

• Interview process
• Talent Screen (30 mins)
• Critical Reasoning Live Scenario (30 mins) – No prep required
• Call with Group Founder (45 mins)
• Assessment and presentation, Shamaazi CEO and Head of Ops (1 hour)
• In‑Person Culture Interview (London) (1.5 hours)
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