Head of Knowledge and Content

Modaxo; United States; À distance; USD 120 000 - 170 000; Plein temps

Résumé du poste

Modaxo is seeking a strategic knowledge and capability leader to turn dispersed expertise into a trusted, reusable knowledge base. You will set the enterprise knowledge strategy, governance, and multi-year roadmaps, balancing global standards with local autonomy across a distributed organisation.

You will build networks of subject-matter experts, curate learning content, and lead initiatives to capture critical expertise, aligning with AI capabilities and acquisition learning.

Responsabilités

• Set enterprise knowledge and content strategy aligned to company priorities.
• Build governance, roadmaps, and sourcing with leaders and SMEs.
• Lead networks of contributors and communities of practice.
• Capture, curate, and signpost reusable enterprise content.
• Drive AI capability knowledge and learning content.
• Design architecture, taxonomy, and governance for knowledge assets.

Description du poste

Job Summary

Job Description

ABOUT MODAXOModaxo is a global collective of technology companies focused on People Transportation. Our businesses deliver software and solutions that connect people with the places they need to go. We combine the community and accountability of local businesses with the reach, investment and shared learning of a global organisation.

We operate through a decentralised, multi-brand model. Our businesses retain local ownership and autonomy, while benefiting from relevant knowledge, proven practices and connections across the wider organisation. As the company grows organically and through acquisition, our ability to capture, govern and reuse knowledge becomes increasingly important.

About the role

This is a new, high-visibility role with enterprise scope. It is designed to turn expertise spread across the company businesses, functions and leaders into a trusted, accessible and reusable body of knowledge and learning content. This is a strategic knowledge and capability role, accountable for translating priority knowledge into practical application. You will set the knowledge and content strategy, establish the governance model, build a prioritised roadmap and source and curate content with subject matter experts. You will be accountable for the quality and coherence of the global layer, while business units remain free to create local content within agreed standards.

The role will succeed through judgement, influence and value creation. It must balance enterprise priorities with the realities of independently run businesses and make deliberate choices about what should be captured, standardised, scaled, signposted or managed within the businesses.

The role is remote and can be based in Eastern Canada or UK/Europe.

You will deliver1. Enterprise Knowledge Strategy and RoadmapSet the strategy. Define the enterprise knowledge and content strategy, aligned to the company priorities and translated into a practical multi-year roadmap.Prioritise for impact. Build a transparent intake and prioritisation approach with leaders and stakeholders, focusing effort on the knowledge that will create the greatest business value.Own the global layer. Clarify which knowledge should be owned globally, which should remain local, and where common standards or signposting are sufficient.Connect the portfolio. Create a coherent view across leadership content, functional playbooks, case studies, templates, AI capability content, acquisition learning and other reusable assets (understanding messaging and different channels and formats).2. Networks, Stakeholder Engagement and Knowledge SourcingBuild a strong network. Create and support a network of business-unit contributors, content owners and subject matter experts who help surface needs and validate knowledge.Enable communities of practice. Partner with functional and business leaders to connect practitioners around shared challenges, proven approaches and emerging practice.Make expertise visible. Develop simple ways for employees to identify where relevant expertise sits and how to access it.Use live exchange selectively. Combine curated content with peer learning, case discussions, expert sessions and communities where human exchange adds more value than a static asset.3. Knowledge Capture and CurationBuild a repeatable sourcing model. Build effective relationships and effective ways to source and identify potential stories.Create practical ways to extract expertise, lessons learned, playbooks and examples across the company without placing unnecessary burden on business leaders and domain experts.Capture what works. Identify proven practices and relevant stories, validate them with the right experts and turn them into reusable enterprise assets.Protect critical expertise. Identify institutional knowledge at risk through leadership changes, retirement, transformation or acquisition, and establish proportionate methods to capture and transfer it.Curate before creating. Reuse, adapt or signpost strong existing material where possible and commission new content only where a genuine gap exists.Support acquisition learning. Build mechanisms to capture valuable expertise and practices from acquired businesses and make relevant the company knowledge easier for new businesses and leaders to access.4. Priority Capability and Learning ContentLead the content roadmap. Translate the company global priorities into a sequenced roadmap of flagship knowledge and learning content, with clear audiences, outcomes, owners and delivery routes for both business and functions.Accelerate AI capability in the near term. Own the knowledge and learning content that helps leaders and employees understand the impact of AI, build relevant judgement and adapt their work, partnering with the AI CoE and Transformation team and other experts.Build for application. Shape content around real decisions, tools, examples and behaviour change.Commission specialist expertise. Pull from subject matter experts, other writers, facilitators and internal production teams as required. This role is accountable for the content outcome, not expected to be the technical expert on every topic.Shape pathways and experiences. Connect assets into practical journeys for priority audiences, including leaders, new joiners, acquired businesses and functional communities.6. Insight, Adoption and Continuous ImprovementMeasure usefulness. Define measures that show whether people can find, trust, apply and reuse priority knowledge. Quality is more important than volume.Build feedback loops. Use platform data, search patterns, stakeholder feedback and learner evidence to understand demand, gaps and friction.Maintain a living backlog. Regularly review the roadmap based on strategic need, evidence of use, duplication and changing business priorities.Demonstrate value. Report clearly on adoption, quality, reach, application and selected business outcomes.

7. Knowledge Architecture and GovernanceDesign the architecture. Establish a practical taxonomy, metadata and content model so people can find relevant knowledge by topic, role, business need, audience and format.Set the quality bar. Define minimum standards for accuracy, format, accessibility, ownership, approval, source attribution and review.Manage the lifecycle. Put clear review, version control, archive and retirement processes in place so the knowledge base remains current rather than becoming a static repository.Create accountable ownership. Ensure priority assets have named business owners and subject matter validators, with clear responsibilities for maintenance.Enable trusted search and reuse. Work with system and digital workplace specialists so content is structured, tagged and maintained in a way that supports effective discovery and appropriate future AI-assisted retrieval.

The role will work across the organisation and will need to build credibility with senior leaders and practitioners globally.

What success will look like?

First 12 months

• A clear the company global knowledge and content strategy, operating model and 12 & 24 month knowledge roadmap agreed with the relevant leaders and reviewed on a defined cadence.
• Two to three flagship priorities delivered with evidence of improved understanding, application or time-to-competency. AI capability is an early priority. Evidence of building strong relationships with key stakeholders and identifying and delivering strong learning pathways and stories.
• A functioning knowledge-sourcing network across businesses and functions, with a repeatable route for capturing stories, playbooks, tools and lessons learned.
• A baseline view of current content, duplication, gaps and critical knowledge at risk, with agreed action for the highest-value areas.
• Useful adoption and quality measures in place, moving beyond course completion to include findability, reuse, freshness, confidence and application.
• A minimum viable enterprise governance framework in use, including named ownership, review cycles and retirement standards for priority content.
• Clear working boundaries and productive partnerships with AI Transformation, HR Systems, Communications, IT and business-owned content experts.

Medium to long term

the company has a trusted enterprise knowledge content and governance model that scales as the Group grows.

• Priority expertise can be found and reused across businesses without undermining local autonomy.
• Critical knowledge is captured and transferred during acquisition, leadership transition and organisational change.
• Leaders and employees can access practical, current content that strengthens AI capability, leadership depth, succession and business performance.
• Duplication is reduced and strong local practice is more consistently surfaced, validated and scaled.
• Knowledge governance is embedded through a federated network of accountable owners and contributors.

About you

Experience and expertise

• You will have a strong track record of setting enterprise knowledge, content or capability strategy and translating it into a focused, prioritised roadmap aligned with business needs.
• You will demonstrated success influencing senior stakeholders and engaging business units across a complex, global, multi-entity decentralised organisation, including working effectively without formal authority and have proven ability to identify, source and draw out expertise, insight and effective practice from senior leaders, subject-matter experts and practitioners.
• You have strong content strategy and editorial experience, with the ability to turn complex or specialist knowledge into clear, engaging and practical content without losing accuracy.
• Experience selecting and combining different channels and formats to build practical capability. This may include messaging, playbooks, tools, case studies, digital resources, structured learning, live experiences and peer exchange, rather than written content alone.
• You will be setting priorities, governance and quality standards, and commissioning work through subject-matter experts, writers, learning specialists, creative teams or external partners rather than personally producing every element, your track record of designing or materially improving an enterprise knowledge ecosystem, including practical approaches to sourcing, curation, ownership, findability, reuse and lifecycle management is key.
• Experience using evidence, stakeholder feedback and analytics to prioritise a portfolio of knowledge and capability needs and to assess findability, adoption, application and value.
• Good grounding in adult learning and instructional design, with experience shaping learning pathways and designing for retention, application and behaviour change rather than information delivery alone and well as shaping practical digital learning and capability solutions. Familiarity with authoring tools and platforms such as Articulate 360, Docebo, SharePoint or equivalent would be useful, but this is not a systems administration role.
• Experience in a technology, software, professional services, acquisitive or federated business environment is strongly preferred.
• Experience supporting AI capability, acquisition integration, leadership development, organisational change or communities of practice would be valuable

Influential without authority: Builds trust across autonomous businesses and aligns diverse senior stakeholders around shared priorities, common standards, and practical outcomes.Strategic and commercially grounded: Connects knowledge, capability, and content decisions to business priorities, focusing resources on areas of greatest value and impact.Exceptional judgement: Distinguishes reusable organisational knowledge from information that should remain local or temporary, making sound decisions on what to create, curate, scale, adapt, or signpost.Stakeholder management and executive influence: Extensive experience engaging, influencing, and building credibility with senior executives and business leaders in complex, matrixed organisations.Knowledge architecture, storytelling, and content development: Strong ability to identify valuable insights within complex or technical information and transform them into compelling, accurate, and practical content for different audiences and channels.Content governance and quality standards: Able to establish and maintain standards for accuracy, accessibility, consistency, localisation, and usability across a global content ecosystem.Excellent communication and facilitation skills: Clear, concise written and verbal communicator in English, capable of tailoring messages, presentations, and workshops for executive, technical, and business audiences. Additional languages such as German, French, or Brazilian Portuguese are advantageous.Builder mindset: Comfortable creating a new function, operating model, governance mechanisms, relationships, and ways of working in an evolving environment with limited infrastructure.Data-informed decision maker: Uses quantitative and qualitative evidence to prioritise needs, improve adoption and content effectiveness, and measure business impact.Curious but pragmatic about AI: Understands the implications of AI for knowledge management, content strategy, and organisational capability development while recognising where technical ownership resides.Other UK/Europe or Eastern Canada, remote, with flexibility to work across time zones.

International travel will be required periodically, anticipated at approximately two to four trips per year, subject to business need.

Compensation will be competitive and aligned to experience and employing country.