What you’ll do

• Create and implement a commercial & marketing strategy to grow the club and venue’s brand & revenues in line with the Club’s overall business plan and all associated workstreams.
• Lead a high performing team of 40+, fostering great culture & high performance.
• Drive the strategic development of the Club’s brand in new markets, particularly harnessing Women’s cricket and the introduction of an owned Hundred franchise.
• Support the Chief Executive with the overall strategic development of the Club’s commercial programme.
• Continually review and develop the Oval Events Limited (OEL) partnership ensuring that OEL continually and consistently meet the needs of the Club and sponsors.
• Ensure the Conference and Event business continues to build its reputation at the venue and maintains its position as market leader in the UK sports sector. Drive margin growth.
• Continually review the membership portfolio to ensure revenue is maximised and growth is sustained.
• Continually look at new ways to diversify our membership and fans visiting the stadium.
• Attend the Surrey Management Board, OEHL Board and other meetings as required.
• Form relationships at Board and General Committee level throughout each season.
• Create and recommend short, medium and long term sales and business development strategies for the Club and Kia Oval. 
• Through creativity and innovation, identify new commercial opportunities to continue to grow and develop the Club’s ticketing, partnerships, merchandising, conference and events, hospitality and other business functions in line with the commercial strategy.
• Review all commercial opportunities that our digital commercial streams presents and other tech enabled revenue growth.
• Take a lead role in identifying and developing relationships with potential sponsors and partners, pitching persuasively on behalf of the Club and proactively leading on contract negotiations.
• Build and maintain good working relationships with local and national businesses to guarantee financial returns for all aspects of the business and oversee the Club’s sponsorship servicing programme to ensure all partner relationships are maintained and developed to ensure retention and growth.
• Drive forward the Club and Venue’s data transformation strategy, ensuring the business is maximising its use of data and insights.
• Protect, enhance, and further develop the brand in line with the Club’s vision and values.
• Work closely with the Head of Sustainability to meet net zero target by 2030.

Specific Duties

Strategy

• Develop an annual sales and business development strategy for the Club and venue to support long term commercial objectives.
• Roll out strategy plans to the sales and sponsorship servicing team and the marketing and communications team for implementation and oversee execution of all plans.
• Produce a monthly report for the Chief Executive highlighting budget v actual variances, across all areas of responsibility.
• Deliver post sales campaign evaluation reports e.g. conversion, up sell, retention and new business generation rates.

Budgets

• Develop and manage an annual budget in conjunction with the Chief Executive.
• Develop the right pricing strategy across the Club’s various sales points. 

New Business Generation

• Devise and deliver a new business generation strategy for the Club to deliver. incremental revenue from sponsorship, hospitality and community partnerships.
• Identify market sectors which fit with the Club’s brand identity and devise a targeted rollout plan.
• Conduct a thorough review and analysis of all new business generated to include number of clients, level of repeat business and market sector with a view to retaining and acquiring new clients.
• Proactively react to market research findings and use information to drive incremental income.

Team Management

• Through inspirational leadership manage and develop the commercial team to ensure a customer focussed culture.
• Show effective performance management of all team members and deal with any HR issues in a proactive manner.
• Create and agree annual objectives for all team members.
• Devise clear, segmented, individual and measurable sales targets for all sales team members to include agreed timelines with appropriate incentive schemes to support.
• Manage the training and development requirements for all staff.

Match Days

• Oversee the management of all commercial staff, full time and temporary, during match days.
• Network with committee members, sponsors, suppliers and other partners on match days to strengthen relationships and identify future business opportunities.

Requirements

The successful candidate will have the following experience / skills / qualities:

• Experience of working in a sports commercial or marketing role at a senior level
• Strategic thinker with a proven track record of success by being able to evidence the generation of revenues and the positive impact on the profit and development of the business
• Prior brand marketing experience, preferably within sport
• Core understanding of how brands grow, including how to track brand health
• Previous management and oversight of third party contracts
• Demonstrated ability in analysing and reporting on new business opportunities
• Extensive experience in working at Senior level, reporting to Board level whist effectively leading teams
• Ability to demonstrate previous leadership of effective teams and developing talent
• An understanding of new emerging technologies and leading business trends
• Exceptional communicator and negotiator with high quality presentation skills
• Strong financial management and analysis skills
• Highly analytical problem solver.

To Apply

If this role is of interest to you, please click to apply.

Closing date for applications is the 13th June 2024 at 5pm.

We want to make all opportunities at Surrey County Cricket Club accessible to anyone who wants to apply. If submitting a written application is not the best way to tell us about your skills and experience, please let us know and we will discuss it with you.

Leadership Competencies (Director Level)

Personal Effectiveness

Managing Yourself

• Knowing your role within the organisation / Using emotional and social intelligence / Being adaptable and prioritising activities / Looking after your personal well-being / Committing to ongoing personal and professional development
• I establish the mission, vision and values to build and evolve the organisation's strategy.
• I create a culture, which encourages and promotes using emotional and social intelligence, to achieve positive outcomes for all.
• I create an agile culture that focuses on prioritisation and resourcefulness in the timely achievement of strategic objectives.
• I exemplify personal wellbeing to develop, support and promote a culture that protects the overall health and wellbeing of others.
• I encourage the use of reflective practice and feedback within my organisation, to assess and manage personal and professional development, and to achieve career goals.

Making Decisions

• Gathering data / Being agile, innovative, and creative / Ethical decision making / Making conscious decisions / Reviewing effectiveness
• I create an information rich culture of accessible organisational data, and ensure that decisions made are justified, ethical and evidenced.
• I create an organisational culture that enables and encourages everyone to be agile, innovative and creative in their decision making .
• I make and communicate ethically appropriate decisions, including those which have a significant impact on my organisation, its stakeholders and/or wider society.
• I set and role-model the standard and approach for conscious decision making within my organisation.
• I ensure all strategic decisions are evaluated, and reflect on their impact to inform future direction and enhance effective decision making.

 Communicating and Influencing

• Identifying the communication need / Adapting your communication methods / Using effective communication skills / Managing difficult conversations / Using negotiation and influencing
• I set the communication strategy, culture and practices, assessing internal and external factors and stakeholder needs.
• I create a receptive environment that enables stakeholders to access the platforms and tools needed to communicate effectively.
• I evaluate the effectiveness of organisational communication, fostering a culture of accountability, expertise and inclusivity.
• I employ diplomacy with diverse groups of internal and external stakeholders and confidently handle conflict.
• I lead large-scale, inter-organisational negotiations, using influencing skills effectively to determine ways to reach mutual agreement and positive outcomes for stakeholders.

Interpersonal Excellence

Providing purpose and direction

• Being an Inspirational Leader / Creating a sense of purpose / Fostering a culture of belonging / Meeting and needs of the business / Managing performance
• I define and foster a culture of honesty, integrity and authenticity, encouraging and supporting everyone to develop and achieve.
• I create and drive the organisation's reason for existing, inspiring a shared sense of purpose.
• I embody and drive a community orientated culture of inclusivity that creates a shared sense of belonging for all .
• I enable others to adapt and develop resources to meet current and future business needs, steering and facilitating the development of associated actions.
• I ensure the approach to managing performance is fair, consistent, fit for purpose, enables ambitious goals and empowers everyone to achieve.

Developing people and capabilities

• Managing People / Motivating Others / Building a sustainable workforce / Coaching to improve performance / Mentoring Others
• I set the direction of the people strategy, evaluating its effectiveness in developing a diverse, inclusive, adept and valued workforce to deliver organisational goals.
• I create a shared vision and culture that fosters a positive reputation, raises aspirations and inspires and motivates others .
• I future proof my organisation through strategic and sustainable workforce planning, creating a culture of healthy life/work relationships.
• I foster a culture of coaching, acting as a role model, encouraging others to explore and discover their potential.
• I advocate mentoring within my organisation, empowering others to drive a high-performance culture

Building relationships and networks

• Building relationships / Networking with others / Championing diversity, equity and inclusion / Adaptive working / Collaborative Leadership
• I optimise key relationships across a diverse range of internal and external stakeholders, creating value and competitive advantage for the organisation.
• I am an ambassador and role model for my organisation; cultivating effective strategic networks to improve business outcomes.
• I embed equity, equality, diversity and inclusion for all, ensuring organisational commitment to actions that deliver and evaluate sustainable behaviour change and advocacy.
• I exemplify adaptive working, creating a supportive environment of trust that empowers everyone to succeed and deliver on the organisation's strategy.
• I lead collaboratively to work across departmental boundaries, and use a diverse range of expertise and tools to increase individual and team outcomes.

Organisational Performance

Leading change and innovation

• Being aware of the external environment / Utilising internal and external benchmarking / Being innovative and entrepreneurial / Leading Change / Continuous improvement
• I evaluate the long and short term impact of the external environment, developing strategies to maximise opportunities and minimise threats.
• I ensure there is a strategy for ongoing benchmarking activities to provide inspiration on areas for improvement and increase the organisation's competitiveness .
• I encourage new ways of working across the organisation, and drive strategic innovation and entrepreneurship to attract and retain talent and customers.
• I lead the organisation's approach to strategic and disruptive change, evaluating the impact to the business and its people, articulating the rationale to stakeholders.
• I promote a culture of continuous improvement that encourages ownership and values all stakeholders' contributions to progress.

Managing resource and risk

• Managing resources / Leading on the green agenda / Managing risk / Leading during a crisis / Utilising emerging technologies
• I assess the medium and long-term resource solutions for my organisation, ensuring that organisational sustainability is considered and integrated.
• I enable and communicate an informed vision for the green agenda within my organisation that considers impact and risks, and seek stakeholder views to maximise environmental sustainability.
• I evaluate organisational risk, ensuring there are strategies in place to mitigate risk, and develop solutions that meet the needs of the organisation and its stakeholders.
• I support and provide leadership to my organisation through a crisis, setting up open communication channels by being visible, transparent and responsive to the needs of others.
• I support and guide the digital strategy for my organisation; ensuring it considers emerging technologies to support innovation and change, and meets the needs of the organisation and individuals.

Achieving results

• Driving organisational design and development / Commercial acumen / Driving delivery / Achieving results  / Evaluating the impact of achieving results
• I evaluate and implement the strategic organisational design and development, recommending actions to achieve its growth strategy, maximise investment decisions and identify new and emerging markets to gain a competitive advantage.
• I exercise judgement to make key strategic commercial decisions for my organisation that generate income, deliver on stakeholder needs, and achieve organisational results.
• I role model agile ways of working to drive and deliver organisational targets, and effectively refocus actions and outcomes as required.
• I enable and communicate a high-performance culture that sets clear success criteria, rewards results and celebrates successes across the organisation and with relevant stakeholders.
• I exemplify and ensure ethical values are applied when achieving results; considering environmental, social and corporate governance policies, practices and behaviours.

Being an Ethical and Inclusive Leader

• Leading with integrity / Championing inclusivity / Looking after wellbeing  / Prioritising the environment / Committing to sustainability
• I lead by example and hold myself accountable in applying positive moral principles, building trust, demonstrating integrity in my actions and behaviours.
• I am a compassionate leader who ensures fairness for all, by challenging injustice and championing actions that remove intentional and unintentional barriers.
• I support a people-first culture that considers individual needs, ensures psychological safety, open communication and promotes and supports wellbeing throughout the organisation.
• I evaluate the impact that me, my team and my organisation have on the environment, and take action to minimise harm and maximise positive outcomes for the planet and its people.
• I balance the needs of people and society, the planet and the environment, and profit and economic sustainability       

(CMI Professional Standard)   

We actively encourage people from a variety of backgrounds to apply. We are particularly keen to hear from people self-identifying as from ethnically diverse groups and from candidates who self-identify women. We’re keen to tell you about what we are doing to promote diversity and inclusion in the game of cricket and you can view our EDI Plan here: (url removed)

Surrey County Cricket Club will ensure that all existing and potential employees receive equal consideration and is committed to the elimination of unlawful or unfair discrimination on the grounds of any of the protected characteristics.

Surrey County Cricket Club is committed to safeguarding and protecting the children, young people and adults at risk that we work with. As such, all posts are subject to a process of vetting, including the disclosure of criminal records if required and the seeking of references. We ensure that we have a range of policies and procedures in place which promote safeguarding and safer working practice across our organisation.

Benefits

• Competitive Salary and Bonus scheme
• 23 days holiday increasing to 28 days based on length of service
• Non Contributory Pension scheme
• Private Health Care