Manager: Strategy and Corporate Performance Management

Manager: Strategy and Corporate Performance Management

The Manager: Strategy and Corporate Performance Management supports the Chief of Staff (CoS) with all activities related to the following:

1. Development, refinement, and implementation of strategy.

2. Corporate Performance management.

3. Special projects.

4. Project management and coordination.

DUTIES & RESPONSIBILITIES

The Manager: Strategy and Corporate Performance Management (MSPM) supports and assists the Chief of Staff (CoS) with a broad range of activities related to the effective management of the CEO – office, with a primary focus on the following duties and responsibilities:

1. Development, refinement, and implementation of strategy:

a. The development (as and when required) of an appropriate scope of work and Requests for Proposals (RfP’s) for the potential engagement of strategy and/ or other professional consultants/ advisors.

b. Assessment of proposals received from strategy and/ or other professional consultants/ advisors.

c. Negotiations with- and the engagement of- strategy and/ or other professional consultants/ advisors.

d. Effective process management of the overall engagement with the strategy and/ or other professional consultants/ advisors including internal coordination with relevant key stakeholders, effective data collection and appropriate information distribution.

e. Market and operating environment analysis – as may be required, including the analysis of peers/ competitors/ comparable organisations and appropriate benchmarking exercises.

f. Preparation of professional presentations and/ or proposals to facilitate the approval of strategy or similar initiatives and plans.

g. Managing the implementation of strategy - through effective coordination and monitoring of strategy implementation initiatives and related tasks, projects and milestones.

h. Providing guidance on strategy implementation to strategic initiative owners and seeking guidance from the CoS and/ or the CEO where appropriate and required.

i. Monitoring the effectiveness of the new strategy (including a comparison of actual results versus expected results and analysis of the operating and competitive environment) and recommending refinements and/ or changes in strategy.

j. Preparation of appropriate recommendations and coordination of the required approvals for strategy refinements and/ or changes.

k. Preparation of appropriate reports on the progress of strategy implementation.

l. Coordination with all relevant stakeholders to ensure that strategy is effectively implemented and/ or adjusted.

2. Corporate Performance management:

a. Preparation of Corporate performance management framework and process design – including KPI (or similar) templates, guidelines and instructions to different role players and process timelines (i.e., annual calendars).

b. Creation and (facilitation of the) approval of appropriate corporate performance scorecard/ KPI.

c. Design of performance scorecards/ KPI’s for all Business Units (BU’s) and Support Functions (SF’s) and assisting the various EMC members with the design of such scorecards for their teams (where required).

d. Appropriate cascading of corporate performance objectives to BU’s and SF’s.

e. Assisting the CoS with the development of appropriate management accounts and other BI tools that facilitate effective performance management and monitoring.

f. Assisting the CoS and EMC with (the development and execution of) tasks, initiatives and projects related to the promotion of a more professional and performance-driven culture across the organisation .

g. Monitoring and managing the overall performance management process – including the timely setting of performance targets, the conducting of formal performance appraisals (at the interim and final stage) and the general promotion of more regular and dynamic performance feedback.

h. Appropriate stakeholder management – including with the Human Capital function and the various Heads of BU’s and SF’s.

i. The periodic collection of performance results and preparation of periodic performance reports (as and when required).

j. The preparation of appropriate and professional performance reports and presentations, whether for the EMC, CEO and/ or the Board of Directors.

3. Special projects:

Generally assisting the CoS and/ or the CEO with the planning, design, management, monitoring, or execution of any special projects – whether related to strategy, corporate performance management and/ or the general affairs of the organisation.

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Skills

QUALIFICATIONS, EXPERIENCE & SKILLS

§ Qualifications. A relevant bachelor's degree – preferably in business science, engineering, or law. Relevant academic subjects at the undergraduate level (i.e., Accounting, finance, economics, business economics – incl. strategy, mathematics, statistics, relevant engineering subjects, relevant law subjects, etc.). A relevant postgraduate qualification (i.e., honours or master’s degree) would be an added advantage, albeit not a prerequisite. A relevant professional qualification (CFA, CAIA, CA/ CPA, CMA, etc.) would be an advantage. The qualification/s should be from a reputable university.

§ Work experience. Relevant work experience of approximately 8 to 10 years, ideally in a similar role at a comparable organization (incl. investment banking, private equity, venture capital, corporate banking/ specialised finance or other similar financial institutions – such as a sophisticated family office, investment or sovereign wealth fund).

§ Relevant sectoral knowledge/ interest. A strong interest in and/ or a basic understanding of the energy sector, financial markets, principal investments, and structured/ project finance lending w ould be advantageous.Knowledge of these aspects in the MENA region would be a plus factor.

§ Analytical thinking. The ability to identify and analyze complex problems, develop appropriate and logical options and solutions, and recommend the best and most appropriate option (and to successfully implement and execute that option) is essential.

§ Problem-solving. The ability to proactively identify and solve problems and offer solutions, both independently and as part of a team.

§ Decision-making. The ability (and confidence) to make sound decisions based on analysis and evidence – and the confidence to make recommendations/ decisions without having perfect/ 100% complete information.

§ Communication. The ability to communicate effectively at all levels, whether formally, informally and verbally or in different forms of writing (including email, formal letters, memorandums, business proposals, presentations, etc.).

§ Management and Leadership. The candidate should display management and leadership skills at the appropriate level for the position.

§ Personality traits and personal profile. The personality traits and personal profile of the applicant should be suited for the nature of work.