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’s 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.

Fluent in English and language of country preferable

Experience in the service management of business operations

Experience in change / transformation (Corporate Performance Management) advantageous

Experience in continuous improvement through the implementation of best practices (Corporate Performance Management)

Experience in Corporate Performance Management leading practices and trends

Experience working in a global/multinational enterprise (understanding emerging markets advantageous)

Worked across diverse cultures and geographies

FMCG/ Telecommunications/ Retail Banking/ service industry context

Certified Public Accountant (CPA) (preferred)
Chartered Financial Analyst (CFA) (preferred)

MS Office (Word, Excel-advanced, and Outlook)

Experience in continuous process improvement

Experience in Telecom industry

Experience in Management Reporting

IFRS (International Financial Reporting Standards

GAAP (Generally Accepted Accounting Principles)

Cost Management

MTNC’s Business Plan

Good understanding of business priorities

Complex structures

Corporate Performance Management best practices and trends

Decision making processes

Entrepreneurial approaches

ERP (Oracle preferred)

Financial / Numeracy

Management reporting

Operational management

Organisational considerations

Pan Africa multi-cultural experience

Project management

Telecommunications industries

Decisive Problem Solver

Innovative Value Creator

Results Achiever

Operationally Astute

Analytical

Conflict management

Continuous improvement

Corporate performance management

Data interpretation

Dealing with ambiguity

Dealing with complexity

Decision making

Flexible

Leadership

Negotiation

Numerical

People management

Presentation

Reporting

Resilient

Accountable

Relationship Builder

Inspirational People Leader

Culture & Change Champion

Adaptable

Complete candour

Culturally aware

Emotional maturity

Innovation

Integrity

Leadership

Lead the creation of the strategy in line with the overarching business goals and informed by the strategies designed at a CoE level

Ensure effective implementation of the strategy by means of providing direction, structure, frameworks, models and roadmaps

Define the standards for performance across various activities and identify the parameters for measurement of performances

Build and manage a high performing Corporate Performance Management function by providing leadership, role clarity, training and career development

Source, induct and manage talent in accordance with legislative guidelines

Ensure open communication channels with staff and implement change management interventions where necessary

Provide definition of roles, responsibilities, individual goals and performance objectives for the team

Set key performance indicators and provide regular performance feedback through a well-defined and implemented performance review program

Develop and implement a training plan in order to build and develop skills within the team

Encourage knowledge transfer through the implementation of a knowledge transfer plan

Drive continuous improvement philosophy through the knowledge transfer plan

Performance manage resources in accordance with HR policy and legislation where necessary

Actively participate in leadership team and develop skills of own team

Promote a ‘MTN centric’ and ‘partnership approach’ to develop strong relationships with other working groups and ensure adherence to Group governance

Operational, Tactical and Strategic Meetings

Provide input to enterprise wide transformation initiatives

Drive divisional transformation initiatives

Ensure adequate risk mitigation and controls

Sign-off baseline of service level agreements and key performance indicators

Perform evaluation of service level agreements and key performance indicators

Ensure approval on new initiatives and constantly engage the business to achieve set goals

Review and finalise objectives, targets and budgets for Corporate Performance Management

Provide relevant budget for internal projects

Prepare 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 discussions

Set up and manage tactical meetings on a needs basis

Periodically participate in operational review meetings

Evaluate areas of improvement across people, process, and technology

Escalations

Manage and resolve issues that will result in severe time, scope, productivity, and cost or resource impact

Resolution of issues escalated from Corporate Performance Management teams

Manage and provide solutions to escalations that have multiple processes / functions impact on critical path of service delivery

OpCo Tactical

Manage all projects and initiatives

Review key risks, issues and dependencies and set mitigation actions

Sign-off / make decisions regarding tactical changes

Performance

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 agreements

Ensure alignment between SSH, Center of Excellence, OpCo and Group Management Service

Manage service level agreements approval and exceptions performance review

Create and monitor plan for continuous improvement

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 organisation

Report on an adhoc basis on specific management requirements as and when necessary

Manage budgets in line with business objectives

Ensure that costs of operations are reduced, in line with a least cost operating strategy stemming from the business drivers

Corporate Performance Management Strategy

–        Develop the Corporate Performance Management Strategy for the OpCo

–        Assist the CFO in developing key elements in the Finance Division strategy plan

–        Design and lead an effective governance model for Corporate Performance Management Function

–        Seek opportunities to reduce costs in operating and capital expenditure

–        Plan the budget and expenditures arising from infrastructure, technology and people investments for the Corporate Performance Management Function

Corporate Performance Management Monitoring

–        Ensure smooth functioning of the Corporate Performance Management function

–        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

–        Ensure that Finance SSH and Finance CoE is providing services as per defined services agreement

–        Lead improvement initiatives for the Corporate Performance Management function as required

–        Ensure the Finance business Partner model supports the business as and when required

–        Constantly engage with other Heads of Division to assess and address their needs promptly where applicable

–        Provide periodic inputs to CFO on services (performance and quality) received from Finance CoE

Knowledge Management

–        Manage process standardisation and transformation initiatives for the Corporate Performance Management function

–        Leverage and implement Knowledge Management frameworks and process from SSH / CoE

Business Relationship Management

–        Promote sharing of leading practices amongst OpCos and SSH/CoE

–        Be the single point of contact (SPOC) to address concerns from OpCo Executives on services received from the Finance CPM Function at Finance CoE

Define Business Plan

–        Define templates, drivers, targets as per MTN policy on performance management

–        Evaluate environmental variables and market conditions to develop long-term strategies to support current and future customer needs

–        Manage the preparation of budgets, forecasts and long-term plans for the OpCo, in co-ordination with OpCo decision support and management teams

–        Review and sign off Annual Operational Budget and projection of expenses

–        Ensure direction and proper understanding of all cost centers/departments in developing budget plans

–        Develop guidelines for developing the budget for the OpCo

–        Analyse and prepare budget estimate for the organisation, obtain appropriate approval from the Board, as applicable

–        Ensure finalisation of budgets for various departments and business units with support from the respective Heads

Manage and Improve Business Performance

–        Ensure adherence to enterprise performance calendar and timely completion of all phases of the appraisal cycle for the department

–        Manage the reporting of results on a monthly basis with all the identified stakeholders, providing appropriate commentary and explanation as required

–        Present financial performance reports to Executive Committee and Senior Management

–        Review results in line with the business plan along with corresponding Board commentary

–        Present to the Board after obtaining buy-in from the OpCo CFO

–        Conduct meetings with respective heads to track and monitor work and ensure smooth functioning

Financial Planning, Budgeting and Reporting

–        Review and provide inputs for financial planning, budgeting process and control process

–        Validate if financial planning and budgeting of the OpCo is in line with strategic plans, initiatives, and policies of the OpCo and the Group

–        Review Financial Reports for accuracy and validate adherence to MTN and regulatory requirement

–        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

–      Represent the CFO in business model change projects and initiatives

–      Perform valuation of new and existing business proposals

–      Provide recommendations to Executives

–      Support executives and board of directors in decision making process with analytical information and courses of action to be taken

–      Review and provide final validation of all financial models and valuations before management review

–      Review, amend (where applicable) and sign off all pricing models, promotions cost/benefit analysis before management approval

–      Business Analysis: feasibility/Business Case/Revenue Model/Cost Benefit Analysis

Set overall direction for the division

Provide guidance and leadership ensuring future focus and current efficiency

Coach and mentor direct reports to ensure staff motivation is high

Ensure adequate succession planning and that succession plans that are in place are achieved

Ensure skill transfer for staff development, motivation and business continuity

Ensure the team is led, motivated and rewarded to achieve high performance areas

Ensure assigned team is led, motivated and rewarded to achieve key performance indicators

Ensure the effective management of diversity among personnel in the division

Identify staff training and development needs and implement necessary actions

Manage team (including recruitment, on boarding, attrition)

Set goals and objectives for direct reports, monitor progress, and maintain motivation

Provide career development for direct reports (counselling, coaching, identifying key performance areas, career planning, and goal setting)

Set up appropriate structure to meet departmental management objectives

Provide an advisory function on governance and best practices in client experience

Key Performance Indicators – Indicators of success (Strategic)

1.          Financial – Value created through enterprise-wide business growth:

•           Enterprise Financial Health (Revenues, EBITDA & other financial health ratios), translating revenue growth formula & objectives into results.

•           New business growth to sustain and complement traditional revenues

•           Business growth, value created & cost-effectiveness achieved by process optimization, new initiatives and improved operations/ways of work etc.;

2.          Internal   – Value created from executing enterprise-wide operations:

•           Value created by increase in customer base, product sales, contracts signed etc.

•           New business opportunities from products launched, sector/market growth, product/process innovation, structural changes, process reviews/audit implementation etc.

3.          Customer – Value created from Customer Engagement & Ecosystem Management:

•           Impact include positive companywide engagement indices (Net Promoter Score), realigning the organization to achieve NPS objectives, holistic customer insight management & engagement (traditional & new business)

•           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.

•           Deliberate ecosystem management to achieve business objectives (value creation), brand value & corporate positioning

4.          People – Value created through positive Impact on People & culture

•           Impact include satisfaction index on the VB’s and GCA survey dimensions/employee engagement index.

•           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’s profile as employer of choice and instilling company pride/passion etc.

Key Performance Indicators – Indicators of success (Tactical)

•           % revenue increase

•           % new business development initiatives implemented

MTN Policies and Procedures

Group Finance Team and VP Office

Finance Centers of ExcellenceExecutive, Shared Service Hub (SSH)SSH General Manager, Service Delivery (Finance, SCM)

OpCo Internal Auditors

OpCo Business Risk Management

As per delegation of authority

Authority to ensure alignment to business / divisional strategies

Balancing cost allocation versus benefits to the business

Budget approval

Expenditure, conformance with budgets as per delegation

Staff recruitment in line with policy