Senior Knowledge Manager
Knowledge is becoming a source of competitive advantage. Organisations that have organised, current and trusted knowledge, usable by both people and AI, will make better decisions, move faster, and serve customers better than those that do not. We want our knowledge to be a quiet advantage for ClearScore Group, not a tax.
This role exists to do two things at once.
The first is hands-on. We have an ever-growing set of working documents, Notion pages, dashboards, and content across a cloud drive, SharePoint and Slack. Some of it should no longer exist. Some of it is foundational and is at risk of being lost. Someone needs to roll their sleeves up: write, rewrite, restructure, decommission, and own the canonical index of what we actually know. This is part librarian, part documentarian, part data steward.
The second is strategic. We need to stop treating our corpus of working documents as if it were authoritative knowledge, build a deliberate corpus that is, maintain it actively as facts change, fill the gaps in critical domains like products, regulation and markets, and make sure every piece of significant work leaves behind reusable learning. This is the knowledge architect side of the role.
The person in this seat owns the standards, owns the canonical index, does the work where it has to be done by them, and gets the rest done through a federated network of domain owners and maintainers across the Group.
This is a mid-level individual contributor role with no direct reports. It sits centrally and reports to the VP of Operations who reports directly to the CEO. The reporting line is deliberately function-agnostic: not inside Data, not inside Architecture, and not inside AI Engineering. This is so the role can set standards across all of those functions without being captured by any of them.
What you will be doing:
1. Produce a roll out a written Knowledge Strategy: Endorsed by the executive, this should explicitly address how we do knowledge management in an AI-enabled world.
2. Separate knowledge from working documents: Define what counts as knowledge for the Group (content that is authoritative, owned, current and worth trusting) versus working documentation such as drafts, scratchpads, meeting notes and in-flight thinking, set a higher bar for publishing to the knowledge corpus and use LLM-based tools to help enforce it.
3. Actively maintain the corpus: Set review cycles, ownership and freshness expectations across the corpus and run the rhythm that keeps them honest, surface and resolve stale, duplicate or contradictory content (using LLM-based tools to scan for out-of-date facts, flag contradictions and identify duplicates across thousands of pages), treat decommissioning as a first-class activity with a credible first pass at the existing estate inside six months, maintain clear lineage, and work with Legal, Risk and Compliance on access, retention and regulator-facing obligations across our markets.
4. Fill the gaps in critical domains: Map the domains across the Group, identify where authoritative knowledge is thin or missing, and work down a prioritised backlog through a federated maintainer model where each significant domain has a named expert and a named maintainer working to a standard you set and a cadence you run, sitting alongside teams during the moments that generate important knowledge such as launches, incidents, regulatory responses and M&A so the output is captured at the time, not retrofitted later.
5. Make compounding learning a habit: Establish a simple, mandatory pattern for every significant piece of work to leave behind structured learning (what was the question, what did we decide, what happened, what would we do differently), make that the default output of quarterly business reviews, retros, incident washups, experiments and major decisions rather than a separate task that gets dropped, and curate the resulting record so it is actually retrievable later by people and by AI tools.
6. Equip our knowledge for AI consumption: Be the person who understands, in practical terms, how modern AI systems consume organisational knowledge (retrieval, structure, metadata, permissions) and who specifies what good looks like from the knowledge side, working with the AI Lead, Chief Architect, Chief Data Officer and Engineering on how knowledge is indexed, retrieved and served into internal AI tools (you own the content and its structure; they own the systems that consume it). You are not expected to build production retrieval systems yourself, but to know enough to make sensible design decisions, write the requirements, and spot when an AI answer is grounded in the wrong source.
7. Roll your sleeves up: Author and maintain the Group's canonical knowledge index: the single place any employee or internal AI tool goes to find the authoritative source on a topic.
Skills we'd love you to have
This role suits someone who brings order to complexity, is comfortable operating across functions without formal authority, and prefers doing the work to talking about it. The technical depth below can be grown into; the judgement and bias to action cannot.
Why ClearScore?
ClearScore is the UK's #1 credit score and report app. We are also present in South Africa, Australia and Canada, with more than 20 million users globally and growing fast. Someone joins ClearScore every 20 seconds. We have established relationships with over 50 of the main lenders in the U.K., and have been a trusted tool for customers to manage their credit and make better financial decisions.
Since October 2016 we have helped 1.8 million users take out a new credit card or loan. We are user-centric at our core and we believe in leveraging technology to enable positive financial choices. We are design-led and data-driven and we embed these behaviours in everything we do.
Our company culture is a fundamental part of all we have achieved. We believe in hiring smart, driven, passionate and diverse people who are keen on having a real impact in our organisation. We trust you to manage your own time so we offer flexible work and no fixed desk hours. We don't micromanage and we believe in measuring outcomes rather than effort. We have an inclusive culture where all, regardless of seniority, are encouraged to contribute with their ideas, look after their wellbeing and actively seek opportunities for career growth.
If you feel like this could be the place for you, apply and our Talent team will be happy to share more.
Benefits:
Equal Opportunities
ClearScore is committed to providing equal employment opportunities to all qualified individuals. As an equal opportunity employer, we are able to make reasonable adjustments to accommodate individuals with disabilities during the recruitment and selection process. If you require accommodation, please inform us in advance, and we will work with you to meet your needs.
Inclusion Policy
We are always looking for talented individuals to join ClearScore. We are an equal opportunity employer. We celebrate diversity and are committed to creating an inclusive environment for our people. Please see our People Policy Notice at https://www.clearscore.com/people-notice.