Strategy Execution, Governance & Portfolio Visibility Manager

Employment Type: Regular
Job Level: Manager
Job Shift: Day Job
Job Posting Date: 26 October 2026, 3:08:02 PM

MAIN DUTIES AND RESPONSIBILITIES

Strategy-to-Execution Translation & Portfolio Visibility

• Enterprise Transformation Leadership: Serve as the central coordination lead for enterprise transformation initiatives, ensuring transformation programmes are governed, aligned, monitored, and reported consistently across the Bank.
• Strategic Initiative Translation: Coordinate the translation of EBTL's strategic priorities into clearly defined executable enterprise initiatives with:
  • Assigned owners
  • Milestones
  • Deliverables
  • Measurable performance targets
• Initiative Intake & Onboarding Discipline: Own the formal registration and scoping of all initiatives before they enter the portfolio tracker.
• Ensure no initiative operates outside the governed portfolio, whether originating from:
  • Board Directives
  • EXCO commitments
  • Group mandates
  • Workstream expansions
• Maintain a defined intake process that captures:
  • Scope
  • Ownership
  • Dependencies
  • Baseline before activation
• Portfolio Visibility: Maintain enterprise initiative portfolio visibility, providing a single consolidated governance view of delivery across all strategic and transformation initiatives.
• Strategic Alignment Management: Ensure strategic objectives, delivery plans, performance targets, and transformation outcomes remain continuously aligned and delivered across:
  • Functions
  • Programmes
  • Strategic initiatives
• Initiative Prioritisation: Support prioritisation and sequencing of initiatives based on:
  • Strategic significance
  • Dependency
  • Institutional exposure
• Balanced Scorecard Alignment: Align initiative delivery and performance tracking to the institutional Balanced Scorecard, ensuring strategic objectives cascade into measurable execution.

GOVERNANCE REPORTING

• Executive & Board-Adjacent Reporting: Produce structured reporting for:
  • Board
  • EXCO
  • ManCo
  • SteerCo
  • Board-adjacent forums
• Reporting should cover:
  • Strategic initiative performance
  • Delivery status
  • Transformation progress
• RAG Reporting: Maintain Red/Amber/Green status reporting across the portfolio, providing clear and defensible assessments of delivery health.
• Committee Pack Coordination: Coordinate and quality-assure committee packs to a standard the Managing Director can sign off without redraft.
• Strategic Execution Health Reporting: Coordinate preparation of the Strategic Execution Health Reports submitted to the Managing Director.

DIRECTIVE, DECISION & RISK GOVERNANCE

• Directive Log Management: Maintain the Board, Managing Director and EXCO Directive Execution Log.
• Track executive directives and Board commitments through to completion with visible accountability.
• Decision Governance Tracking: Maintain a structured decision register capturing:
  • Key approvals
  • Decisions
  • Assumptions
  • Dependencies
  • Management actions
• Ensure records support:
  • Transparency
  • Accountability
  • Audit readiness
• Issue, Risk & Dependency Logs: Maintain issue, risk, and dependency logs with sufficient rigour to influence behaviour rather than simply exist as documentation.
• Escalate unresolved items with precision.
• Risk Escalation: Escalate material governance and delivery risks through defined protocols where institutional exposure exists.

DELIVERY GOVERNANCE & COORDINATION

• Delivery Governance Cadence: Establish and maintain the delivery governance cadence so that governance routines run on a disciplined, predictable rhythm.
• Change Control Governance: Own the formal change control process for all active portfolio initiatives.
• Assess, document, and obtain appropriate approval for any change to:
  • Scope
  • Timeline
  • Budget
  • Resource assumptions
• Maintain a controlled baseline so that RAG assessments and milestone tracking retain a reliable reference point throughout delivery.
• Dependency & Conflict Management: Map cross-initiative dependencies and surface sequencing conflicts that threaten interdependent commitments.
• Resource & Capacity Conflict Identification: Maintain a live resource and capacity conflict tracker across the full initiative portfolio.
• Identify situations where concurrent workstreams compete for:
  • Subject matter experts
  • IT resources
  • Branch network access
  • Functional bandwidth
• Escalate conflicts before they create delivery failure.
• Initiative Close-Out Discipline: Own the formal close-out protocol for all completed initiatives.
• Confirm that:
  • Deliverables are accepted
  • Lessons are documented
  • Accountability is formally discharged
  • Records are retained in a retrievable and audit-ready state
• Ensure initiatives are formally closed rather than allowed to fade, preserving:
  • Integrity of portfolio records
  • Institutional learning
• Stakeholder Mapping & Influence Tracking: Maintain stakeholder maps and track influence and disposition across EXCO-level stakeholders to strengthen coordination and decision-making.

EXECUTION GOVERNANCE DISCIPLINE

• Governance Platform Discipline: Operate and enforce execution governance discipline through the programme management platform, Monday.com or equivalent, keeping portfolio data current and reliable.
• Governance Principles: Apply Business Excellence operating principles consistently across all governance activities, including:
  • Enterprise-first thinking
  • Single-point accountability
  • Fact-based intervention
  • Consequence culture

QUALIFICATIONS

Education

• Bachelor’s Degree minimum in:
  • Business Administration
  • Finance
  • Economics
  • Public Administration
  • Strategy
  • Engineering
  • Project Management
  • Management Science
  • Or a related field
• A postgraduate qualification is strongly preferred, including:
  • MBA
  • MSc in Strategy
  • Or equivalent

The postgraduate qualification is considered a signal of the analytical range required for the role.

PROFESSIONAL QUALIFICATIONS

• Project management certification is an added advantage, including:
  • PMP
  • PRINCE2 Practitioner
  • MSP
• A portfolio or programme governance credential is a material differentiator, including:
  • MoP
  • P3O
• Demonstrable, not merely claimed, proficiency in a programme management platform or work operating system is required, such as:
  • Monday.com
  • Asana
  • Or equivalent
• Power BI proficiency is a strong advantage.

CRITICAL SKILLS

• Strong stakeholder management skills.
• Strong influencing skills.
• Strong communication skills.
• Strong facilitation skills.
• Strong critical thinking skills.
• Strong organisational skills.
• Ability to coordinate cross-functional execution and deliver high-quality outcomes at executive level.
• Proficiency in AI-enabled productivity tools to enhance:
  • Analysis
  • Executive reporting
  • Insight generation
  • Governance efficiency
• Enterprise portfolio governance and strategy execution.
• Structured executive reporting and governance communication at:
  • EXCO level
  • Board-adjacent level
• Issue governance.
• Risk governance.
• Dependency governance.
• Change governance.
• Decision governance.
• Cross-functional dependency mapping.
• Stakeholder influence management.
• Ability to synthesise complex, multi-stream delivery into a clear executive governance view.
• Exceptional written communication.
• Ability to produce executive-quality committee papers requiring minimal revision.

WORK EXPERIENCE

• Minimum 7 years of experience.
• At least 4 years must be in one or more of the following:
  • Governance
  • PMO
  • Strategy execution
  • Transformation governance
  • Management consulting
• Experience should be within:
  • A bank
  • Financial institution
  • Large regulated organisation
• Must have operated among multiple competing EXCO-level stakeholders.
• Experience in a Group or holding-company structure, where subsidiary accountability meets Group oversight, is a significant advantage.
• Prior exposure to transformation programmes of material scale is required.
• Experience limited only to project coordination is not sufficient.

BEHAVIOURAL REQUIREMENTS

This role must hold a governance line with stakeholders who outrank it, following up on overdue commitments without deferring to seniority and without being drawn into informal arrangements that bypass governance.

The principal risk is capture, becoming a documentation function rather than a governance function.

The role requires someone who has already held a governance standard under senior pressure and maintained it.

The successful candidate should demonstrate:

• Low ego, high backbone: Challenge respectfully, hold to the evidence, and resist intimidation.
• Maintain confidentiality, political neutrality, and disciplined stakeholder boundaries.
• Communicate with executive brevity while retaining analytical depth.
• Distinguish:
  • Fact
  • Inference
  • Opinion
• Document decisions and preserve audit trails.
• Remain composed under:
  • Hostility
  • Ambiguity
  • Shifting narratives
  • Senior pressure
• Bring solutions with every escalation.
• Never become identified solely with control or obstruction.
• Sustain rigour and momentum through complex, multi-stakeholder environments without losing credibility or composure.
• Demonstrate intellectual honesty under pressure by holding the line between what the data says and what stakeholders want it to say.