Published occupation directory
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Showing 73–96 of 565 published occupations · page 4 of 24
Arts, design, media and communications
Actors interpret written characters for stage, screen, radio, voice work, and commercials, under a director. Work is usually project-based and won through auditions, so preparation, self-tape technique, and persistence matter as much as the performance itself.
Arts, design, media and communications
Broadcast journalists research, write, and present news and current affairs for radio, television, and streaming outlets. The job runs to hard transmission times, so verifying a claim quickly and writing clearly for the ear are core skills.
Arts, design, media and communications
Journalists find, check, and write stories for newspapers, magazines, websites, and wire services. Much of the work is unglamorous: building contacts, reading documents, chasing responses, and making sure every claim can be stood up before publication.
Arts, design, media and communications
Copywriters write the words that sell, explain, or persuade: adverts, websites, emails, product pages, scripts, and campaign lines. Strong copy starts from a proposition and an audience rather than a blank page, so briefing and research take up much of the job.
Arts, design, media and communications
Technical writers turn complex products and procedures into documentation people can actually follow: user guides, API references, help centres, and standard operating procedures. The job depends on interviewing experts, testing the steps yourself, and structuring information so it can be found.
Arts, design, media and communications
Copy editors correct and improve written material before it is published: grammar, spelling, consistency, structure, and factual sense. They apply a house style, query anything that looks wrong, and protect the publication from avoidable errors.
Arts, design, media and communications
Content strategists decide what content an organisation needs, who it is for, and how it should be structured, governed, and measured. The role covers audits, taxonomy, tone of voice, and publishing workflow rather than writing every piece personally.
Arts, design, media and communications
Social media managers plan, publish, and moderate an organisation's presence across social platforms, and answer for how it behaves in public. The role mixes content production with community moderation, paid promotion, and reporting on what actually worked.
Arts, design, media and communications
Public relations specialists manage how an organisation is understood by the media, the public, and other audiences. Day to day that means pitching stories, preparing spokespeople, drafting statements, and handling questions when something goes wrong.
Arts, design, media and communications
Communications officers produce and coordinate an organisation's own messages - newsletters, intranet posts, web copy, reports, and announcements - for staff and external audiences. In public bodies and charities the role usually also covers plain-language guidance, accessibility, and a record of what was said when.
Arts, design, media and communications
Translators convert written material from one language into another so that it reads naturally and means the same thing. Specialisms differ sharply: legal, medical, technical, marketing, and literary translation each carry their own terminology and their own risks.
Arts, design, media and communications
Interpreters convey spoken or signed communication between languages in real time, in courts, hospitals, conferences, and community settings. The work requires accuracy under pressure, strict impartiality, and confidentiality, often with no chance to look anything up.
Arts, design, media and communications
Curators research, develop, and interpret a museum or gallery collection, and shape what is acquired, displayed, and how it is explained. The role combines subject scholarship with cataloguing, care of objects, exhibition planning, and public engagement.
Business, consulting and entrepreneurship
Management consultants are brought into an organisation to study a problem it cannot resolve on its own and to recommend what should change. The work moves between interviewing staff, analysing operational and financial data, and presenting findings to the people who will have to act on them. Assignments are usually time-bound, so consultants join a client, deliver a recommendation, and move to the next engagement.
Business, consulting and entrepreneurship
Business analysts sit between the people who need something changed and the people who will build or deliver it. They elicit what a process or system has to do, write it down precisely enough to be built and tested, and keep the definition honest as constraints emerge. Much of the job is asking uncomfortable clarifying questions early so the wrong thing does not get built.
Business, consulting and entrepreneurship
Strategy analysts research the markets, competitors, and internal options facing an organisation and turn that research into material leaders use to choose a direction. The work is heavily analytical and heavily written: build the evidence, then make it legible to people who will not read the underlying model. Recommendations are often contested, so the reasoning has to survive challenge.
Business, consulting and entrepreneurship
Operations managers are accountable for the day-to-day running of a function, site, or service: the staffing, the processes, the budget, and whether the work actually gets delivered. The role mixes planning with constant interruption, because problems escalate here first. It is a people-management job as much as a process job.
Business, consulting and entrepreneurship
Operations analysts study how work flows through an organisation and quantify where it stalls. They pull data from operational systems, model capacity and demand, and propose changes to scheduling, routing, or process design. The output is usually a measured recommendation rather than an opinion.
Business, consulting and entrepreneurship
Business operations coordinators keep the administrative machinery of a team running: scheduling, records, supplier and internal requests, and the small process steps that everything else depends on. The role is high-volume and interrupt-driven, and accuracy matters because downstream teams rely on what was entered. It is a common first step into wider operations and project work.
Business, consulting and entrepreneurship
Project managers take a piece of work with a defined outcome and are accountable for getting it delivered: plan, budget, people, risks, and the awkward conversations when any of those slip. They rarely do the technical work themselves; the job is sequencing it, unblocking it, and keeping sponsors informed. Most of the difficulty is in dependencies and competing priorities rather than in the plan itself.
Business, consulting and entrepreneurship
Program managers oversee a set of related projects that together deliver a larger change, and are accountable for the benefits rather than any single deliverable. Much of the role is managing dependencies between project teams, sequencing releases, and holding a governance forum together. It suits people comfortable with ambiguity and with influencing teams they do not directly manage.
Business, consulting and entrepreneurship
Project coordinators keep a project's administration accurate and current so the project manager can focus on decisions. They maintain plans, logs, and documentation, chase updates from people who are busy elsewhere, and prepare the reporting pack. It is a common entry point into project delivery.
Business, consulting and entrepreneurship
Product managers decide what a product should do next and why, then work with design, engineering, and commercial teams to get it built and adopted. The role involves talking to users, weighing evidence against constraints, and saying no to reasonable requests. Accountability for outcomes usually comes without direct authority over the people delivering them.
Business, consulting and entrepreneurship
Product owners represent the business and its users inside a delivery team, owning the backlog and deciding what the team works on next. They translate broader product intent into concrete, testable items and answer the team's questions as work is built. The role is closer to the delivery team than product management usually is.
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