Posted on January 7, 2022<\/a><\/p>\n\n\n\nMission\/<\/strong> Core purpose of the Job<\/em><\/strong>: <\/em>The Senior Manager, Forcasting & Planning is primarily responsible to lead the Corporate Performance Management Function at the OpCo. The purpose of this role is to ensure best in class decision support, financial planning, budgeting and performance reporting at enterprise level to the various divisions at the OpCo\u2019s with a focus on innovation, best practices and process improvement.The Senior Manager, Forcasting & Planning reports into the Chief Financial Officer (CFO) and is supported by the Manager, Financial Planning and Budgeting, Manager, Financial Reporting and the Managers Finance Business Partners Line of Business. The position will partner with MTN Shared Services Hub (SSH) and Finance Centre of Excellence (CoE) (not limited to) to ensure effective and efficient operations via Oracle and non-process workflows as applicable.<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Job Specifications\/ Minimum & Preferred Requirements<\/strong><\/td><\/tr> Education \/ Business Degree<\/td> 3 years university degree in Commerce\/Finance or relevant field
Post graduate degree in Finance \/ Business ManagementChartered Accountant and \/ or similar professional accreditation (preferred)Fluent in English and language of country preferable<\/td><\/tr>Work Experience<\/td> Minimum 8 years\u2019 experience including: 5 years of relevant experience preferably in a mid to senior position with experience in Management Accounting (Telecom Company preferred)Experience in the service management of business operationsExperience in change \/ transformation (Corporate Performance Management) advantageousExperience in continuous improvement through the implementation of best practices (Corporate Performance Management)Experience in Corporate Performance Management leading practices and trendsExperience working in a global\/multinational enterprise (understanding emerging markets advantageous)Worked across diverse cultures and geographiesFMCG\/ Telecommunications\/ Retail Banking\/ service industry context<\/td><\/tr> Training<\/td> Management information Systems (MIS)<\/td><\/tr> Industry \/ Certifications<\/td> IFRS (International Financial Reporting Standards)Certified Public Accountant (CPA) (preferred)
Chartered Financial Analyst (CFA) (preferred)<\/td><\/tr>Any other specifications<\/td> ERP (Oracle)MS Office (Word, Excel-advanced, and Outlook)Experience in continuous process improvementExperience in Telecom industryExperience in Management ReportingIFRS (International Financial Reporting StandardsGAAP (Generally Accepted Accounting Principles)<\/td><\/tr> Competencies<\/strong><\/td><\/tr> Knowledge<\/td> MTN Business environment and policiesCost ManagementMTNC\u2019s Business PlanGood understanding of business prioritiesComplex structuresCorporate Performance Management best practices and trendsDecision making processesEntrepreneurial approachesERP (Oracle preferred)Financial \/ NumeracyManagement reportingOperational managementOrganisational considerationsPan Africa multi-cultural experienceProject managementTelecommunications industries<\/td><\/tr> Skills<\/td> Strategy FormulatorDecisive Problem SolverInnovative Value CreatorResults AchieverOperationally AstuteAnalyticalConflict managementContinuous improvementCorporate performance managementData interpretationDealing with ambiguityDealing with complexityDecision makingFlexibleLeadershipNegotiationNumericalPeople managementPresentationReporting<\/td><\/tr> Behavioral Qualities<\/td> Customer-centricResilientAccountableRelationship BuilderInspirational People LeaderCulture & Change ChampionAdaptableComplete candourCulturally awareEmotional maturityInnovationIntegrityLeadership<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Key Performance Areas<\/strong><\/td> Measures (KPIs for job)<\/strong><\/td><\/tr> Key Job Responsibilities<\/strong><\/td> <\/td><\/tr> Strategy Development and Implementation<\/strong>
Lead the creation of the strategy in line with the overarching business goals and informed by the strategies designed at a CoE levelEnsure effective implementation of the strategy by means of providing direction, structure, frameworks, models and roadmapsDefine the standards for performance across various activities and identify the parameters for measurement of performances<\/td>As per business plan<\/td><\/tr> Staff Leadership and Management<\/strong>
Build and manage a high performing Corporate Performance Management function by providing leadership, role clarity, training and career developmentSource, induct and manage talent in accordance with legislative guidelinesEnsure open communication channels with staff and implement change management interventions where necessaryProvide definition of roles, responsibilities, individual goals and performance objectives for the teamSet key performance indicators and provide regular performance feedback through a well-defined and implemented performance review programDevelop and implement a training plan in order to build and develop skills within the teamEncourage knowledge transfer through the implementation of a knowledge transfer planDrive continuous improvement philosophy through the knowledge transfer planPerformance manage resources in accordance with HR policy and legislation where necessaryActively participate in leadership team and develop skills of own teamPromote a \u2018MTN centric\u2019 and \u2018partnership approach\u2019 to develop strong relationships with other working groups and ensure adherence to Group governance<\/td>As per business plan<\/td><\/tr> GovernanceOperational, Tactical and Strategic Meetings<\/strong>
Provide input to enterprise wide transformation initiativesDrive divisional transformation initiativesEnsure adequate risk mitigation and controlsSign-off baseline of service level agreements and key performance indicatorsPerform evaluation of service level agreements and key performance indicatorsEnsure approval on new initiatives and constantly engage the business to achieve set goalsReview and finalise objectives, targets and budgets for Corporate Performance ManagementProvide relevant budget for internal projectsPrepare proposals on change initiatives (Service Level Agreement \/ Operating Level Agreement)Hold strategic and tactical meetings, ensure relevant participation and provide guidance and support in the various discussionsSet up and manage tactical meetings on a needs basisPeriodically participate in operational review meetingsEvaluate areas of improvement across people, process, and technology
Escalations<\/strong>
Manage and resolve issues that will result in severe time, scope, productivity, and cost or resource impactResolution of issues escalated from Corporate Performance Management teamsManage and provide solutions to escalations that have multiple processes \/ functions impact on critical path of service delivery\u00a0
OpCo Tactical<\/strong>
Manage all projects and initiativesReview key risks, issues and dependencies and set mitigation actionsSign-off \/ make decisions regarding tactical changes
Performance<\/strong>
Monitor SSH and CoE performance and ensure alignment with MTN global strategy and per industry best practices
Review performance against agreed key performance indicators and review service level agreementsEnsure alignment between SSH, Center of Excellence, OpCo and Group Management ServiceManage service level agreements approval and exceptions performance reviewCreate and monitor plan for continuous improvement<\/td>As per business plan<\/td><\/tr> Reporting<\/strong>
Report on a monthly basis to the Chief Financial Officer, OpCo relating to progress made within Corporate Performance Management and in accordance with the measurement metrics set by the organisationReport on an adhoc basis on specific management requirements as and when necessary<\/td>As per business plan<\/td><\/tr> Budgets <\/strong>Manage budgets in line with business objectivesEnsure that costs of operations are reduced, in line with a least cost operating strategy stemming from the business drivers<\/td> As per business plan<\/td><\/tr> Operational DeliveryCorporate Performance Management Strategy<\/strong>\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Develop the Corporate Performance Management Strategy for the OpCo\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Assist the CFO in developing key elements in the Finance Division strategy plan\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Design and lead an effective governance model for Corporate Performance Management Function\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Seek opportunities to reduce costs in operating and capital expenditure\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Plan the budget and expenditures arising from infrastructure, technology and people investments for the Corporate Performance Management Function
Corporate Performance Management Monitoring<\/strong>
\u2013Ensure smooth functioning of the Corporate Performance Management function\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage seamless transition of processes from OpCo to SSH \/ CoE as required, working with Manager, Transition, General Manager, Finance Service Delivery and Finance CoE Executive\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Ensure that Finance SSH and Finance CoE is providing services as per defined services agreement\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Lead improvement initiatives for the Corporate Performance Management function as required\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Ensure the Finance business Partner model supports the business as and when required\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Constantly engage with other Heads of Division to assess and address their needs promptly where applicable\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Provide periodic inputs to CFO on services (performance and quality) received from Finance CoEKnowledge Management<\/strong>\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage process standardisation and transformation initiatives for the Corporate Performance Management function\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Leverage and implement Knowledge Management frameworks and process from SSH \/ CoEBusiness Relationship Management<\/strong>\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Promote sharing of leading practices amongst OpCos and SSH\/CoE\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Be the single point of contact (SPOC) to address concerns from OpCo Executives on services received from the Finance CPM Function at Finance CoEDefine Business Plan<\/strong>\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Define templates, drivers, targets as per MTN policy on performance management\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Evaluate environmental variables and market conditions to develop long-term strategies to support current and future customer needs\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage the preparation of budgets, forecasts and long-term plans for the OpCo, in co-ordination with OpCo decision support and management teams\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Review and sign off Annual Operational Budget and projection of expenses\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Ensure direction and proper understanding of all cost centers\/departments in developing budget plans\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Develop guidelines for developing the budget for the OpCo\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Analyse and prepare budget estimate for the organisation, obtain appropriate approval from the Board, as applicable\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Ensure finalisation of budgets for various departments and business units with support from the respective Heads
Manage and Improve Business Performance<\/strong>
\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Ensure adherence to enterprise performance calendar and timely completion of all phases of the appraisal cycle for the department\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Manage the reporting of results on a monthly basis with all the identified stakeholders, providing appropriate commentary and explanation as required\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Present financial performance reports to Executive Committee and Senior Management\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Review results in line with the business plan along with corresponding Board commentary\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Present to the Board after obtaining buy-in from the OpCo CFO\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Conduct meetings with respective heads to track and monitor work and ensure smooth functioning
Financial Planning, Budgeting and Reporting\u00a0<\/strong>
\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Review and provide inputs for financial planning, budgeting process and control process
\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Validate if financial planning and budgeting of the OpCo is in line with strategic plans, initiatives, and policies of the OpCo and the Group
\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Review Financial Reports for accuracy and validate adherence to MTN and regulatory requirement
\u2013\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Communicate and ensure adherence to all standards, statutory policies, procedures and guidelines pertaining to Finance and Tax, conduct meetings for review and timely action
Financial Analysis and Decision Support<\/strong>
\u2013\u00a0\u00a0\u00a0\u00a0\u00a0 Represent the CFO in business model change projects and initiatives\u2013\u00a0\u00a0\u00a0\u00a0\u00a0 Perform valuation of new and existing business proposals\u2013\u00a0\u00a0\u00a0\u00a0\u00a0 Provide recommendations to Executives\u2013\u00a0\u00a0\u00a0\u00a0\u00a0 Support executives and board of directors in decision making process with analytical information and courses of action to be taken\u2013\u00a0\u00a0\u00a0\u00a0\u00a0 Review and provide final validation of all financial models and valuations before management review\u2013\u00a0\u00a0\u00a0\u00a0\u00a0 Review, amend (where applicable) and sign off all pricing models, promotions cost\/benefit analysis before management approval\u2013\u00a0\u00a0\u00a0\u00a0\u00a0 Business Analysis: feasibility\/Business Case\/Revenue Model\/Cost Benefit Analysis<\/td>As per business plan<\/td><\/tr> Managerial \/ Supervisory Responsibilities<\/strong>
Set overall direction for the divisionProvide guidance and leadership ensuring future focus and current efficiencyCoach and mentor direct reports to ensure staff motivation is highEnsure adequate succession planning and that succession plans that are in place are achievedEnsure skill transfer for staff development, motivation and business continuityEnsure the team is led, motivated and rewarded to achieve high performance areasEnsure assigned team is led, motivated and rewarded to achieve key performance indicatorsEnsure the effective management of diversity among personnel in the divisionIdentify staff training and development needs and implement necessary actionsManage team (including recruitment, on boarding, attrition)Set goals and objectives for direct reports, monitor progress, and maintain motivationProvide career development for direct reports (counselling, coaching, identifying key performance areas, career planning, and goal setting)Set up appropriate structure to meet departmental management objectivesProvide an advisory function on governance and best practices in client experience\u00a0
Key Performance Indicators \u2013 Indicators of success (Strategic)<\/strong>1.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Financial \u2013 Value created through enterprise-wide business growth:<\/strong>
\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Enterprise Financial Health (Revenues, EBITDA & other financial health ratios), translating revenue growth formula & objectives into results.
\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 New business growth to sustain and complement traditional revenues
\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Business growth, value created & cost-effectiveness achieved by process optimization, new initiatives and improved operations\/ways of work etc.;2.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0
Internal\u00a0\u00a0 \u2013 Value created from executing enterprise-wide operations:<\/strong>
\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Value created by increase in customer base, product sales, contracts signed etc.
\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 New business opportunities from products launched, sector\/market growth, product\/process innovation, structural changes, process reviews\/audit implementation etc.3.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0
\u00a0\u00a0Customer \u2013 Value created from Customer Engagement & Ecosystem Management:<\/strong>
\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Impact include positive companywide engagement indices (Net Promoter Score), realigning the organization to achieve NPS objectives, holistic customer insight management & engagement (traditional & new business)\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Benefits accruing to MTN\/Telecom industry from specific leadership actions. Benefits can be in form of legislations or policies influenced, tariff revisions, improved competitiveness, improved operating environment, Industry or Economic leadership position secured, improved corporate citizenship and\/or brand preference etc.\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Deliberate ecosystem management to achieve business objectives (value creation), brand value & corporate positioning4.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0
\u00a0\u00a0People \u2013 Value created through positive Impact on People & culture<\/strong>
\u2022\u00a0\u00a0\u00a0\u00a0Impact include satisfaction index on the VB\u2019s and GCA survey dimensions\/employee engagement index.
\u2022\u00a0\u00a0\u00a0 Attraction and retention of talent, efficiency of departmental structure to deliver on business objectives, collaborative work culture, number\/types of staff being coached\/mentored, Change Management, Enhancing MTN\u2019s profile as employer of choice and instilling company pride\/passion etc.Key Performance Indicators \u2013 Indicators of success (Tactical)\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 % revenue increase\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 % new business development initiatives implemented<\/td><\/tr>Role Dependencies<\/strong>MTN Policies and Procedures<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n Stakeholders Landscape<\/strong><\/td><\/tr> Internal Stakeholders: Interaction and Relationship<\/strong><\/td> Group Chief Finance OfficerOpCo Chief Financial OfficerOpCo Chief Executive OfficerOpCo Other Division Executives<\/strong>Group Finance Team and VP Office<\/strong>Finance Centers of ExcellenceExecutive, Shared Service Hub (SSH)SSH General Manager, Service Delivery (Finance, SCM)<\/strong>OpCo Internal Auditors<\/strong>OpCo Business Risk Management<\/strong><\/td><\/tr> External Stakeholders: Interaction and Relationship<\/strong><\/td> Legal \/ Tax Authorities \/Statutory Auditors \/Tax Auditors
Banks \/ Suppliers \/ Customers<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\nDiscretionary Space (if applicable)<\/strong><\/td><\/tr> Decision Making Constraints:<\/strong><\/td> Not Applicable<\/td><\/tr> Authorities:<\/strong><\/td> Approved headcount and budgetAs per delegation of authorityAuthority to ensure alignment to business \/ divisional strategiesBalancing cost allocation versus benefits to the businessBudget approvalExpenditure, conformance with budgets as per delegationStaff recruitment in line with policy<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n