Role Library
The role library.
Nine roles are on this page in full. Each is an ARA spec in the MAY / MUST / CAN format. The other one hundred and six are listed below; their specs are in the full library. Money limits in the specs are examples — set yours.
In the full library
Title and a line on what the role is. The spec — authority, responsibility, ability — is not on this page.
Finds and qualifies new conversations for the sales team. Reports to the Sales Director.
Looks after named customers after the sale. Reports to the Sales Director.
Runs bids and tenders from bid/no-bid to a compliant submission. Reports to the Sales Director.
Finds new markets, customers and partnerships and turns them into revenue. Reports to the Sales Director.
Wins client vacancies and matches candidates to them, from sourcing to placement. Reports to the Sales Director.
Owns retention, customer health and the customer success and support team. Reports to the CEO.
Handles customer support tickets. Reports to the Head of Customer Success.
Reads how the operation is performing. Reports to the Operations Director.
Sources suppliers and awards contracts within delegated limits. Reports to the Operations Director.
Owns the strategy and sourcing plan for an assigned spend category. Reports to the Procurement Manager.
Plans stock, suppliers and logistics so goods arrive on time and on budget. Reports to the Operations Director.
Manages supplier contracts after award: SLAs, KPIs, renewals and change. Reports to the Procurement Manager.
Estimates, controls and certifies construction costs from tender to final account. Reports to the Operations Director.
Runs the building site safely, to programme, budget and quality. Reports to the Operations Director.
Sets safety procedures, investigates incidents and makes RIDDOR reports. Reports to the Operations Director.
Runs the quality management system, audits and corrective actions. Reports to the Operations Director.
Runs production schedules, output, quality and safety on the shop floor. Reports to the Operations Director.
Keeps buildings, assets and contracted services safe and within budget. Reports to the Operations Director.
Runs day-to-day office operations, the office budget and admin staff. Reports to the Operations Director.
Runs stock, storage and dispatch safely at a warehouse. Reports to the Operations Manager.
Keeps the fleet legal and on time under the operator licence. Reports to the Operations Manager.
Runs a store against sales, labour and brand standards. Reports to the Operations Manager.
Chooses the range and negotiates with suppliers to hit sales, margin and stock targets. Reports to the Operations Director.
Runs rooms, food and beverage, staff and guest service to budget, safely and legally. Reports to the Operations Director.
Runs the restaurant's service, staff, stock and budget, safely and legally. Reports to the Operations Director.
Leads a registered care home so residents get safe, good-quality care. Reports to the Operations Director.
Runs an early years setting so children are safe, learning and well cared for. Reports to the Operations Director.
Runs one site. Reports to the Operations Director.
Runs the operation across sites. Reports to the Operations Director.
Prepares the board and keeps the executive team's priorities in one place. Reports to the CEO.
Runs a senior executive's diary, travel and meeting logistics. Reports to the CEO.
Handles day-to-day HR: recruitment admin, employee records, absence and policy advice. Reports to the HR Business Partner.
Attracts and assesses candidates for approved vacancies. Reports to the HR Business Partner.
Plans training against business priorities and measures its impact. Reports to the HR Business Partner.
Sets pay within the structure, runs the pay review and owns benefits. Reports to the HR Business Partner.
Runs disciplinary, grievance and consultation cases fairly and lawfully. Reports to the HR Business Partner.
Runs search, social and email channels and reports their return. Reports to the Marketing Manager.
Runs the organisation's social channels, content and community, within the brand and the advertising rules. Reports to the Marketing Manager.
Designs and runs customer and market research and turns it into insight. Reports to the Marketing Manager.
Positions products, plans launches and equips sales to sell them. Reports to the Marketing Manager.
Turns briefs into on-brand artwork for print, digital and social. Reports to the Marketing Manager.
Writes clear, persuasive copy for adverts, web, email and social from an approved brief. Reports to the Marketing Manager.
Plans and runs conferences, exhibitions and business events to budget and on the day. Reports to the Marketing Manager.
Plans and runs a charity's fundraising across donors, trusts, companies and events. Reports to the CEO.
Protects reputation through media, statements and crisis playbooks. Reports to the CEO.
Sets the sustainability action plan and evidence for disclosures. Reports to the CEO.
Turns a product plan into work a delivery team can pick up. Reports to the Product Manager.
Designs how the product looks and behaves. Reports to the Product Director.
Sets product direction for the managers who report to them. Reports to the Chief Product Officer.
Clarifies problems into requirements and acceptance criteria the team can build. Reports to the Product Director.
Plans and runs research so product decisions rest on real user evidence. Reports to the Product Director.
Designs publish-ready content for user journeys. Reports to the Product Director.
Writes and maintains the user guides, help and release notes for a product. Reports to the Product Director.
Designs end-to-end service journeys across digital and offline. Reports to the Product Director.
Owns delivery across projects. Reports to the COO.
Runs a programme of related projects against one plan, budget and set of benefits. Reports to the Head of Delivery.
Runs delivery for a team of projects. Reports to the Head of Delivery.
Runs the Scrum events and clears what blocks the team. Reports to the Head of Delivery.
Leads the engineering organisation. Reports to the CEO.
Sets the technical approach for a team. Reports to the Engineering Manager.
Checks that a build behaves as it should. Reports to the Engineering Manager.
Plans and leads testing so releases ship with known, managed risk. Reports to the Engineering Manager.
Keeps production reliable through pipelines, incident response and error budgets. Reports to the Head of Engineering.
Builds and runs the network, servers and cloud services. Reports to the Head of Engineering.
Keeps databases available, secure and backed up for the people who need them. Reports to the Head of Engineering.
Sets technical design patterns for services. Reports to the Head of Engineering.
Designs end-to-end technical solutions for business problems across systems. Reports to the Head of Engineering.
Designs secure solutions and advises on security risk. Reports to the Head of Engineering.
Monitors threats, investigates incidents and keeps the security risk register. Reports to the Security Architect.
Runs authorised simulated attacks to find security weaknesses before attackers do. Reports to the Security Architect.
Resolves IT requests and incidents at the first line. Reports to the Service Desk Manager.
Runs the service desk against SLAs and prepares it for new services. Reports to the Head of Engineering.
Agrees IT service levels and runs service change and improvement. Reports to the Head of Engineering.
Chairs the change advisory board and schedules technical changes and releases. Reports to the IT Service Manager.
Reviews contracts before anyone signs. Reports to the General Counsel.
Researches, drafts and keeps legal matters on track for the lawyers. Reports to Legal Counsel.
Advises on UK GDPR, monitors compliance and is the contact point for the ICO. Reports to the CEO.
Runs retention, classification and lawful access for the organisation's records. Reports to the Data Protection Officer.
Gives independent assurance on risk, governance and controls to the Audit Committee. Reports to the Audit Committee.
Keeps the risk register and reports the top risks to the board. Reports to the Finance Director.
Keeps continuity plans current and tested for every critical service. Reports to the Risk Manager.
Runs board papers and minutes and keeps Companies House filings current. Reports to the CEO.
Works the numbers with one part of the business. Reports to the Finance Director.
Keeps the accounts and the month-end close. Reports to the Finance Director.
Turns approved data into analysis and dashboards decision-makers can use. Reports to the Finance Director.
Builds and maintains the data pipelines that analysts and data scientists rely on. Reports to the Head of Engineering.
Builds statistical and machine learning models to answer business questions. Reports to the Head of Engineering.
Builds, deploys and monitors machine learning models in live products. Reports to the Head of Engineering.
Sets the data models and standards that pipelines and reports are built to. Reports to the Head of Engineering.
Sets data ownership, quality standards and policies so the organisation's data can be trusted. Reports to the Head of Engineering.
Runs an accurate, on-time payroll and reports it to HMRC. Reports to the Financial Controller.
Delivers management accounts, forecasts and variance analysis. Reports to the Financial Controller.
Sets credit limits within policy and recovers overdue balances. Reports to the Financial Controller.
Keeps the ledgers, reconciles the bank and prepares VAT returns. Reports to the Financial Controller.
Files company tax returns, schedules tax payments and deals with HMRC. Reports to the Finance Director.
Manages cash, bank facilities and currency and interest-rate risk within policy. Reports to the Finance Director.
Receives internal suspicion reports and decides what goes to the NCA. The focal point for anti-money laundering. Reports to the CEO.
Investigates transaction monitoring alerts and passes evidenced suspicions to the MLRO. Reports to the Money Laundering Reporting Officer.
Identifies and verifies customers and their owners before onboarding, and keeps due diligence current. Reports to the Money Laundering Reporting Officer.
Runs the independent risk function and reports the firm's risk profile against appetite. Reports to the CEO.
Runs the independent compliance function, its monitoring programme and reporting to the board. Reports to the CEO.
Oversees how client money and assets are protected, and reports on it to the board. Reports to the Compliance Officer.
Runs customer operations and complaints, and fixes the root causes behind them. Reports to the CEO.
Investigates and answers customer complaints within the regulatory time limits. Reports to the Customer Operations Manager.
Gives personal financial advice once the client's suitability information is complete. Reports to the Head of Advice.
Researches and drafts suitability reports for the adviser to sign off. Reports to the Financial Adviser.
Where the specs connect
Because every role uses the same shape, the org's wiring shows up between the specs — not in a separate process document. Follow one artifact: the output of a role's MUST … to → is the input to the next role.
Escalation paths line up
The Sales Executive's else → Sales Director meets the Sales Director's own authority. Every escalation names a real recipient with the authority to catch it.
Deliverables become inputs
The Sales Director MUST keep the approved product list current — which is exactly what the Sales Executive MUST sell from. One role's output is another's constraint.
Gaps become obvious
If a deliverable has no recipient, or an escalation points to a role that can't decide it, the mismatch is visible on the page — before it becomes a meeting.