Department Head Charter

This charter defines the role of a department head at TechAbout — the leaders who sit between the C-suite and the teams doing the work. It describes the role, not any individual, so anyone inside or outside the company can see what a department head is accountable for and how the role connects to everything else.

Mandate

A department head owns a functional area of TechAbout — for example web development, design, SEO and content, cybersecurity, the Express marketplace, or a shared operations function. Their job is to translate company goals into concrete department results, and to build a team that can deliver those results reliably as the company scales. They turn direction into plans, plans into work, and work into outcomes clients and colleagues can count on.

Core Responsibilities

• Planning and prioritisation. Set the department's roadmap and near-term priorities from company objectives, and decide what gets worked on first when everything feels urgent.
• Owning outcomes. Be accountable for the quality, delivery, and results of everything the department ships — not just its activity.
• Resourcing. Match people, tools, and time to the highest-value work, and flag gaps early rather than absorbing them silently.
• Hiring, developing, and coaching. Recruit through the ATS pipeline, onboard new joiners well, give regular feedback, and grow people through the Learning & Development and Performance Appraisal processes.
• Upholding standards and policy. Hold the department to TechAbout's quality bar and to the Code of Conduct and all company policies.
• Managing budget. Spend within delegated limits, in PKR or client currencies, and escalate anything beyond that limit before committing.
• Reporting up, communicating down. Give leadership a clear, honest view of progress and risk, and make sure the team understands the reasoning behind decisions.

Decision Rights

A department head owns and approves: the department's plan and priorities; day-to-day assignment of people to work; team-level process and standards; spend within their delegated budget; hiring recommendations and performance ratings for their team; and how work is delivered inside their function.

They escalate to the relevant C-suite lead: spend or commitments beyond delegation; headcount changes and department restructures; anything that materially affects another department or a major client; security incidents (route to security@techabout.com); and any conduct or grievance matter that belongs with People (route to hr@techabout.com).

A department head is measured by the outcomes of their team, not the volume of their own output.

How Success Is Measured

• Results delivered against the department's committed goals and quality standards.
• Client and internal-partner satisfaction with the department's work.
• Team health — retention, growth, capability, and a fair, respectful working environment.
• Predictability — commitments that are realistic and consistently met, with risks surfaced early.
• Budget discipline — value delivered within the resources entrusted to the department.

Who They Work With

Department heads report to their C-suite lead and work as peers with other department heads to keep hand-offs clean. They partner with People on hiring, appraisal, and development, with Security on anything sensitive, and with IT/Admin on tooling and access. They are the day-to-day point of contact for clients and colleagues who depend on the department's work.

Boundaries

A department head does not set company-wide strategy or financial policy alone — that sits with the C-suite. They do not approve spend or commitments beyond their delegation, sign contracts outside their authority, or resolve serious conduct, harassment, or legal matters themselves; those route to People, Ethics (ethics@techabout.com), or qualified counsel. They also should not make a habit of doing their team's work for them — their leverage is the team, not heroics. For personal escalations, employees may always use the Grievance & Complaint Escalation path.

A Note on Roles While We Are Small

TechAbout's team is small and scaling. One person may currently hold this role alongside a C-suite or hands-on delivery role until the team grows. When that is the case, the accountabilities in this charter still apply — they are simply carried by fewer people, and are separated out as we hire.

Questions? Contact hr@techabout.com.