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Open nowPosted 12 hours ago

DaaS Service Lead

Bytes Software Services16 open roles

Where
Randalls Way, Leatherhead KT22 7TW, UK
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Your applicationOpen nowDaaS Service LeadBytes Software Services · Randalls Way, Leatherhead KT22 7TW, UK

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The clock on this job

Early applications get read.

13.4% of postings close within 7 days. Measured by our own scanner across the market. Bytes Software Services postings stay open a median of 20 days.

Share of postings closed within
  1. 2.2%1 day
  2. 4.6%3 days
  3. 13.4%7 days
  4. 21.6%14 days
  5. 36.2%30 days
  6. 59.0%60 days
This job: posted 12 hours ago

Bytes Software Services median: 20 days open

The posting

POSITION DETAILS:

Position Title:

DaaS Team Lead

Reports to (POSITION):

DaaS Team Manager

Team:

DaaS Team

Department:

Services Support

Location

Leatherhead Head Office

Working Pattern

Monday – Friday – Core Business Hours

PURPOSE OF JOB:

The DaaS Service Lead supports the effective day-to-day operation and continued improvement of the Device as a Service function. The position provides operational leadership, strengthens end-to-end process knowledge, promotes consistent ways of working and supports delivery of positive customer experience.

The position leads improvements across workflow management, process documentation, knowledge sharing, service performance and procurement portal adoption. It works closely with internal teams, customers and external partners to ensure DaaS services are understood, appropriately governed and delivered consistently.

KEY RESPONSIBILITIES:

Team leadership and performance

Provide visible day-to-day leadership, clear guidance and regular one-to-one support to the DaaS operational team. Allocate work fairly, monitor individual and team performance, recognise success and address or escalate concerns promptly. Promote accountability, effective communication, engagement and a consistent customer-focused culture.

Service operations, governance and continuous improvement

Oversee workloads, aged tickets, SLAs, customer satisfaction and operational performance, taking action where service is at risk. Maintain strong end-to-end DaaS lifecycle knowledge and ensure processes, workflows and contractual requirements are clearly documented and governed. Identify and deliver workflow, process and automation improvements that increase efficiency, consistency and service quality. Use performance data, skills matrices, process champions and structured knowledge sharing to address capability gaps and reduce reliance on individuals.

Procurement portal ownership

Champion effective use of the DaaS procurement portal and ensure relevant teams are competent in its operation. Maintain portal documentation, gather operational feedback and coordinate improvements aligned to customer requirements. Identify and develop opportunities for wider internal, partner and future external adoption.

Personal leadership and development

Demonstrate confidence, constructive leadership and ownership of priorities, learning and development. Continue developing DaaS expertise, presentation, conflict-resolution and stakeholder-management capability, using feedback to improve effectiveness.

WIDER TEAM NETWORK

Internal

DaaS and BMW Operations; Services Platform & Application management; internal process owners and subject-matter experts; SJP stakeholders; procurement portal stakeholders; customer-facing operational and service teams.

External

Customers and external service partners, including AvePoint and Core.

qUALIFICATIONS, EXPERIENCE, & SKILLS:

Experience and capability

Service operations and customer-support experience. Ability to understand, document and explain end-to-end operational processes. Experience coordinating workloads and supporting team performance. Ability to identify inefficiencies, knowledge gaps and service blockers. Strong written communication and process-documentation capability. Confidence working with internal stakeholders and external partners. Customer-focused approach with an emphasis on quality and consistency. Strong ownership, prioritisation and attention to detail.

ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL

Role-specific knowledge

DaaS service lifecycle and supporting operational processes. Customer onboarding, migrations, warranties, billing and service-exit processes. SJP DaaS contractual boundaries and service requirements. Procurement portal processes and workflows. Ticket, SLA and customer-satisfaction measures. Skills matrices, process documentation and knowledge-transfer methods.

DESIRABLE DESIRABLE DESIRABLE DESIRABLE DESIRABLE DESIRABLE

Core competencies and behaviours

Visible and supportive leadership. Ownership and accountability. Proactive problem-solving and sound judgement. Clear and confident communication. Constructive stakeholder engagement. Customer focus and collaboration. Knowledge sharing and continuous improvement. Professional curiosity and willingness to learn.

ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL ESSENTIAL

mEASURES & GOALS

OBJECTIVE

MEASURE (EXAMPLES)

FREQUENCY

Operational performance

Team consistently meets operational targets; aged ticket backlog reduces; sustained improvement in SLA performance.

Ongoing

Customer experience

Positive CSAT scores and customer feedback; service issues are resolved or escalated appropriately.

Ongoing

Process governance

Clear, accurate and peer-reviewed process documentation is maintained and adopted.

Quarterly review

Team capability

Knowledge gaps are identified; process champions deliver knowledge transfer; knowledge coverage improves.

Quarterly review

Workload and leadership

Work is distributed fairly; blockers are escalated; regular one-to-ones and action records are maintained.

Weekly

Procurement portal

Increased competent use across relevant teams; workflows are documented; opportunities for wider adoption are identified.

Quarterly review

Stakeholder engagement

Positive feedback and effective working relationships with internal stakeholders, customers and partners.

Ongoing

Process governance

Clear, accurate and peer-reviewed process documentation is maintained and adopted.

Quarterly review

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