Business Operations Manager — TSA Media Group (Pvt) Ltd

Role Overview

TSA Media Group (Pvt) Ltd is looking for a Business Operations Manager to stabilize and systemize internal operations across Sales, Human Resources (HR), Finance, and Admin, while maintaining operational alignment with service teams.

This role is responsible for building the operational rhythm of the business across Finance, Human Resources (HR), Admin, Sales, and service team coordination, ensuring visibility, accountability, and follow-through without taking over department-specific strategy or technical leadership.

This is not a coordination role. This is a systems enforcement, execution, and operational leadership role.

Core Responsibilities

1. Operations System Ownership

Own and enforce Business Operations systems across the company, including:

• Tracker systems across Sales, Finance, Human Resources (HR), Admin, and Operations
• Meeting-to-action execution loops
• Documentation standards
• Reporting cadence across daily, weekly, and monthly cycles
• Departmental checklists and operational review systems
• Internal dashboard and status visibility structures

Ensure:

• Systems are actively used, not only defined
• All systems have clear owners, timelines, and outputs
• Departmental checklists, trackers, meeting cadences, and reporting structures are reviewed and enforced consistently
• Recurring issues are converted into system fixes rather than repeated discussion

2. Cross-Department Operational Oversight

Finance

Ensure:

• Cash flow visibility is maintained
• Collections tracking and follow-ups are happening
• Billing, ad spend, reporting, and reconciliation rhythms are visible and reviewable
• Finance checklists and reporting timelines are followed
• Timesheet-based operational finance visibility is maintained

Human Resources (HR)

Ensure:

• Attendance, leave, onboarding, offboarding, documentation, hiring pipeline, and performance systems are maintained
• Performance review cycles are completed on time
• Discipline and non-adherence issues are logged and visible
• Human Resources (HR) reporting, records, and follow-ups are not delayed or left informal

Admin / Operations

Ensure:

• Asset tracking, office housekeeping, equipment control, inventory visibility, and admin follow-through are maintained
• Filing systems, office upkeep, and recurring admin responsibilities are visible and reviewable
• Internal admin items are tracked and not left dependent on verbal reminders

Sales

Ensure:

• Sales tracker accuracy and usage
• Proposal turnaround, quotation turnaround, and pipeline visibility
• Follow-up discipline
• Active opportunities have a clear owner, next action, and timeline
• Lead tracker hygiene and sales process visibility are maintained

Service Teams

Ensure:

• Operational alignment across service teams from an execution-visibility point of view
• Delivery visibility, delays, blockers, and operational breakdowns affecting client delivery are tracked
• System failures affecting service delivery are escalated
• Alignment with service teams is maintained without taking over service strategy or technical ownership

3. Execution Discipline and Cadence Enforcement

Ensure all teams consistently follow:

• Daily updates
• Weekly plans
• End-of-week reports
• Timesheets
• Meeting action follow-through
• Internal review cycles

Run and enforce:

• Weekly Business Operations review
• Cross-functional coordination rhythms
• Meeting-to-action-to-owner-to-deadline follow-through loops

Ensure:

• Open items are not lost
• Delays are surfaced early
• Stagnating items are pushed to conclusion
• Repeated misses are corrected, not normalized

4. Visibility and Reporting

Maintain a central operations dashboard and visibility layer, including:

• System health
• Delays and blockers
• Stagnating items
• Departmental adherence
• Open items by owner
• Cross-functional dependency risks

Provide:

• Weekly leadership summaries
• Clear risk flags
• Delay visibility
• Escalation visibility
• Operational status clarity across all internal functions

Maintain a clear view of what is:

• Complete
• In progress
• Pending
• Blocked
• Waiting on others

5. Bottleneck Detection and Resolution

Identify:

• Repeated delays
• Ownership gaps
• Process breakdowns
• Weak adherence
• Tasks sitting without movement

Take action by:

• Reassigning ownership where needed
• Escalating early
• Pushing for closure
• Identifying process failures, not just symptoms
• Ensuring recurring blockers are addressed structurally

What Success Looks Like (First 30–60 Days)

• Core systems being used more consistently
• Major recurring work tracked centrally
• Departmental owners visible and active
• Improved follow-through across teams
• Operational visibility that is reliable and actionable
• Delays identified earlier
• Meetings resulting in clearer action and closure
• Leadership having better visibility into what is moving, stuck, and at risk

Key Performance Indicators (KPIs)

Systems and Execution

• Percentage of systems actively used versus defined
• Percentage of meetings with tracked action completion
• Adherence to daily, weekly, and monthly reporting cadence
• Percentage of departmental checklists actively used and reviewed

Operational Visibility

• Percentage of internal operational items with clear owner, status, next action, and due date
• Percentage of overdue items surfaced before they become urgent escalations
• Percentage of blocked items identified with a clear reason and next step

Delivery and Discipline

• Percentage of internal tasks completed on time
• Number of delayed deliverables or tasks by week
• Number of escalations required
• Reduction in repeated carryover items month to month

Sales and Pipeline Support

• Percentage of leads with complete tracker data
• Proposal turnaround time
• Quotation turnaround time
• Follow-up adherence rate
• Pipeline visibility and next-action discipline

Finance Support

• Collections follow-up visibility
• Percentage of invoices tracked and followed up
• Cadence accuracy of finance reporting
• Visibility of ad spend, billing, and reconciliation routines

Human Resources (HR) Support

• Percentage of performance reviews completed on time
• Percentage of discipline issues logged versus ignored
• Hiring pipeline progress
• Onboarding and offboarding completion rate
• Attendance and leave system visibility accuracy

Candidate Profile

Must-Have

• Strong operations or general management experience
• Proven ability to enforce systems and processes
• Comfort handling multiple departments at once
• Strong execution bias
• Ability to manage follow-through across moving parts
• Ability to bring order, clarity, and operational rhythm

Critical Traits

• Does not wait for instructions
• Pushes for closure
• Comfortable escalating issues
• Holds people accountable calmly and consistently
• Notices stagnation early
• Thinks in systems, not just tasks
• Can distinguish between one-off mistakes, recurring behaviour issues, and structural process failures

Preferred Experience

• 3 to 6+ years in operations, business operations, project operations, admin operations, or similar roles
• Experience handling recurring business processes across multiple teams
• Comfort with trackers, checklists, reporting systems, documentation, and follow-through
• Experience in agencies, service businesses, startups, or fast-moving Small and Medium-sized Enterprises (SMEs)
• Familiarity with spreadsheets, project management systems, dashboards, and shared documentation environments
• Experience working across Human Resources (HR), Finance, Sales, and Admin

One-Line Summary

The Business Operations Manager owns TSA Media Group (Pvt) Ltd's internal operating systems across Sales, Human Resources (HR), Finance, and Admin, ensuring recurring work is tracked, reviewed, completed on time, and enforced properly through clear systems, visibility, and follow-through.