Published occupation directory
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Showing 1–24 of 45 published occupations · page 1 of 2
Agriculture, animals and environment
Farm managers plan and run the production side of a farm or ranch, deciding what to grow or raise and organising the people, machinery, and inputs needed to do it. The work combines hands-on outdoor tasks with budgeting, scheduling, supervision, and record-keeping. Days follow the seasons and the weather rather than a fixed timetable.
Architecture, construction and infrastructure
Construction project managers are accountable for delivering a build to the agreed scope, programme, budget, and quality. They procure and manage subcontractors, run the programme, control cost and change, and keep the client and design team informed. The job swings between office work on contracts and cost reports and time on site chasing progress and resolving problems.
Architecture, construction and infrastructure
Site superintendents run the day-to-day operation of a construction site: who is working where, what arrives when, and whether the work is safe and correct. They are the contractor's senior presence on site and answer for progress, safety, and quality on the ground. The role is almost entirely site-based, often starting early and dealing with problems as they surface.
Arts, design, media and communications
Art directors set and hold the visual direction for a campaign, publication, product, or production. They brief and guide designers, illustrators, photographers, and other specialists, then judge the returned work against the concept and the constraints agreed with the client.
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
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
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
General managers carry overall responsibility for a site, branch, or business unit: its people, its results, its customers, and its compliance. The role is broad rather than deep, spanning commercial decisions, staffing, and operational problems in the same day. Accountability is visible, and difficult decisions cannot be delegated upward indefinitely.
Business, consulting and entrepreneurship
Human resources managers lead the HR function for an organisation or division, setting policy, overseeing the HR team, and advising senior leaders on workforce decisions. They carry responsibility for the harder cases: restructures, complex disputes, and compliance with employment obligations. The role balances employee interests against organisational constraints, and both sides notice which way it leans.
Business, consulting and entrepreneurship
Change management specialists focus on the people side of a transformation: who is affected, what they will have to do differently, and what would make that realistic. They plan communications, training, and support around a delivery programme, and surface resistance early rather than at go-live. The role depends heavily on credibility with front-line staff and with sponsors at the same time.
Business, consulting and entrepreneurship
Marketing managers plan how an organisation reaches and persuades the people it wants as customers, and own the budget and team that deliver it. The work spans positioning, campaign planning, channel choices, agency management, and measuring results. Creative judgement and commercial accountability sit together in the same role.
Business, consulting and entrepreneurship
Sales managers lead a team of sales staff, set territory and target structures, and are accountable for the team's results. The role is coaching-heavy: reviewing pipeline, joining calls, and working out why particular deals are stalling. Pressure is direct, since performance is visible and measured continuously.
Business, consulting and entrepreneurship
Partnerships managers build and run relationships with other organisations (resellers, integration partners, suppliers, or non-commercial collaborators), where both sides gain from working together. The work involves identifying suitable partners, agreeing how the arrangement will operate, and keeping it productive once the initial enthusiasm fades. Progress depends on coordinating teams in two organisations that each have their own priorities.
Business, consulting and entrepreneurship
Small business owners set up and run their own enterprise and carry every function that has not yet been delegated: serving customers, pricing, buying, bookkeeping, marketing, and compliance. Income is not guaranteed and the personal financial exposure is real, which shapes most decisions. Registration, permits, and tax obligations depend heavily on the sector and the jurisdiction.
Education and training
Leads a school: sets its direction, supervises teaching staff, and is accountable for student wellbeing, safeguarding, and results. Balances instructional leadership against staffing, budget, facilities, and relationships with families and the district or education authority.
Education and training
Delivers training to employees on systems, processes, compliance topics, and workplace skills. Works out what teams need, runs sessions in person or online, and follows up to see whether the training changed how people actually work.
Education and training
Trains athletes or teams to improve technique, fitness, and tactical understanding, and leads them through competition. Plans training cycles, analyses performance, and carries responsibility for participant safety and conduct, which in youth sport includes safeguarding duties.
Engineering and technical design
Project engineers carry technical responsibility for delivering an engineering project, coordinating design, procurement, construction or build, and handover. The role sits between the engineering disciplines and the commercial side, and much of the day is spent chasing decisions and resolving clashes.
Finance, accounting and insurance
Portfolio managers decide what a pool of money is invested in, within the mandate and risk limits agreed with clients or trustees. The role carries accountability for outcomes that are not fully controllable, and a large share of the work is explaining positioning and decisions to the people whose money it is.
Finance, accounting and insurance
Financial controllers run the accounting function: the close timetable, the reporting that comes out of it, the controls around it, and the team doing the work. The role is accountable for whether reported numbers are right, which makes it as much about process and people as about accounting technique.
Government, policy and administration
Policy advisors sit close to the person making the decision (a minister, a deputy head, a council, or an executive), and translate analysis into advice that can actually be acted on. Where an analyst builds the evidence base, an advisor judges what is feasible given the legal, political, and operational constraints, and owns the recommendation.
Government, policy and administration
City managers are the senior non-elected official in a local government. They carry out the decisions council makes, run the departments that deliver municipal services, and put the annual budget and major proposals in front of council. The role is accountable to elected members but operationally responsible for the whole organization.
Government, policy and administration
Office managers run the administrative operation of a workplace: the support staff, the supplies and facilities, the internal procedures, and the budget that covers them. They are usually the person who notices that a process is not working and redesigns it.
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