Oxford Press MD,Finance and Operations Director Jobs in Kenya Sep 2012
Oxford University Press East Africa Limited
Reference number: OUP/MD01/12
Managing Director
Supervisor: Regional Director – East and Southern Africa
Location: Nairobi
Job summary
The jobholder is responsible for leading a team of senior staff and
their teams to further OUP’s mission of excellence in scholarship,
education and research and to achieve company and group objectives
through successful publishing programs and sales activities in the
Schools, Higher Education and Trade markets.
S/he will also be responsible for revenue generation and
profitability and will lead the growth of the organization,
strengthening the company’s position in the market and take
responsibility for the legal and reputational health of Oxford
University Press East Africa Limited in the region.
Key responsibilities
- Oversee formulation and implementation of overall Branch strategy and business plans to optimise revenue and profitability.
- Achieve the financial objectives agreed in the budget and report
quantitatively and qualitatively at agreed times, in agreed formats, on
plans, progress and results.
- Determine what school titles should be published, principally in
response to curriculum or supplementary publishing programme as agreed
in a cost effective manner to achieve good margins, and to carefully
calculated schedules.
- Publish a range of high quality, good selling titles in a limited but specific range of subject areas.
- Ensure that solid sales and marketing strategies are developed and implemented to achieve maximum sales of all publications.
- Develop and implement a strategy for publishing a select range of local dictionaries for the Education and Trade markets.
- Ensure that all local products are produced on schedule and to
agreed specifications with attractive, appropriate designs that reflect
local sensibilities and the local market.
- Oversee the activities of the Finance and Operations Director and
ensure that the areas within his control including accounts, customer
service, IT and the warehouse, are all functioning efficiently and
effectively to deliver standards of service and reporting that are
appropriate for the market and required by business.
- Ensure the structure of the business facilitates implementation of
approved strategies, that human resources are well managed and trained,
that staff benefits are in line with other organizations of similar size
and that the limits of authority document is adhered to.
- Ensure that the public image of the Press is consistent with global
objectives by ensuring adherence to the highest standards and publishing
service and business behaviour, as well as ensure responsiveness to and
adherence to the laws of the country.
- Maintain regular contact and good relationships with colleagues in
the UK and the other branches in order to maximise opportunities in the
Region.
- Oversee legal and fiscal governance in line with local legal
requirements and OUP’s central governance and compliance requirements.
Focus areas of responsibility
- Organisation strategy, annual planning and budgeting
- Spearheading publishing programs and initiatives
- Finance, administration and operations oversight
- Developing and managing talent
- Oversee market share growing sales and marketing campaigns
Organisational positioning
The following positions report directly to the Managing Director position.
- Finance & Operations Director
- Publishing Manager
- Sales & Marketing Manager
- Human Resources & Administration Manager
- Personal Assistant to the Managing Director
Regional Director – East and Southern Africa – Managing Director
Academic and professional qualifications
- Appropriate Bachelor’s degree
Experience and other requirements
- At least ten years senior management experience in General management, Sales and Marketing and/or Publishing.
- Thorough understanding and knowledge of the dynamics of the educational market and system in East Africa.
- Ability to engage strategically and build strong relationships with stakeholders.
- Experience in driving strategic planning and initiatives to grow market share.
- A high level of commercial and financial understanding to evaluate performance and the viability of plans and opportunities.
Core technical competencies required for the role
- Strategic planning
- People management
- Excellent finance management skills
- Sales, Marketing and Publishing skills
- Legal acumen
Core behavioural competencies
Core competencies required for the role: The patterns of behaviour,
which will be required for a candidate to bring to the position in order
to perform the required tasks and functions effectively.
Strategy
Strategic thinking: Directors who possess Strategic
thinking are able to think broadly around the many issues which affect
organisations operating in increasingly complex environments. When
developing a strategy for their own organisation, they are able to take a
long-term view, to see beyond the obvious and to relate the potential
impact of wider issues to their own organisation.
Systems thinking: Directors who possess Systems thinking
understand that independent actions or activities can affect disparate
parts of their organisation. They are knowledgeable about a wide range
of functions across the business and how they interrelate, taking
account of the impact of change across functions when developing
strategy and considering change to existing systems or processes.
Awareness of the external environment: Directors who
possess an Awareness of the external environment are conscious of
developments and trends in the world at large. They consider ongoing
changes in society, government and legislation, their own industry and
market, imagining the likely impact of these developments on their own
organisation.
Initiating change: Directors who Initiate change are alert to
the need for change before that need becomes manifest in the external or
internal environment. They seek to influence changing events,
encouraging the implementation of new policies, systems and practices.
They are proactive in communicating the need for change to others and in
monitoring the effects of change on the organisation.
Culture
Quality focus: Directors who possess a Quality focus
demonstrate a personal commitment to high standards of excellence and
challenge others to meet or exceed those standards. They introduce,
develop and evaluate quality assurance systems and processes, creating a
culture of continuous improvement within their organisation.
Teamwork focus: Directors who possess Teamwork focus
foster active co-operation among their colleagues in the pursuit of
Board goals, resolving conflict by exploring differences in an open and
sensitive way. They build team spirit and cohesion across functional
boundaries in their organisation, encouraging a ‘team approach’ to
problem solving and offering their own help and support.
People Resource focus: Directors who possess a People
resource focus have consideration for and respect the needs and feelings
of other people. They are tolerant of differing points of view,
recognising and valuing others’ contributions, abilities and opinions.
Organisational learning focus: Directors who focus on
Organisational learning create an organizational climate which
encourages people to learn from their successes and failures.
They promote the development of systems and processes which enable all
of the organisation’s stakeholders to give feedback, and use this
information to re-focus business strategy, develop new organisational
structures, revise existing functions and identify new products and
services.
People
Communicating: Directors who are well-developed at
Communicating are, first of all, good listeners. They communicate with
others in a clear and concise manner and check to ensure that messages
have been understood. They gain influence by the effective use of
information, targeting their communication to meet the information needs
of their audiences.
Creating a personal impact: Directors who create a personal impact make an immediate positive
impression on others. They establish a rapport quickly and project an
aura of authority and credibility, persuading others to give their
agreement and commitment. In situations where pressure or conflict
arises, they retain their composure, using personal influence to achieve
compromise.
Giving leadership: Directors who are good at giving
leadership provide a clear sense of direction to others. They are ready
and able to take charge of a situation, organizing resources and guiding
others towards the successful completion of the task at hand.
Promoting development of others: Directors who promote
the development of others actively seek to encourage others to develop
their own skills and talents. They create a positive organisational
climate which fosters learning and development by evaluating their own
and others’ performance fairly and objectively, providing honest and
constructive feedback, and acting as coach or mentor when appropriate.
Networking: Directors who possess the skill of
Networking use informal ’systems’ to get things done. They establish,
maintain and develop a wide range of contacts which enables them to
gather information and utilise the strengths and abilities of others in
order to enhance organisational and personal performance.
Operations
Governance: Directors who are skilled at Governance
know and understand their regulatory, fiduciary, and legal
responsibilities. They respect their ethical and moral obligations and
act with integrity at all times, setting high standards of ethical
behaviour for everyone in the organisation.
Decision making: Directors who possess the skill of
Decision making are willing to commit to a definite course of action and
can support or defend their decisions with confidence. They make firm
and timely judgements based on factual information and reasonable
assumptions, using a variety of information sources and management tools
and techniques.
Contributing specialist knowledge Directors who are
able to Contribute specialist knowledge possess a breadth and depth of
technical knowledge and experience in their field. They maintain and
develop this knowledge throughout their professional lives, keeping
abreast of developments in their own and related industries and markets.
They are willing to share their knowledge and experience with others,
applying their specialist skill to improve the overall performance of
the organisation.
Managing performance Directors who are skilled at Managing
performance seek constantly to maximise organisational effectiveness by
monitoring and reviewing performance. They strive to balance performance
based on short-term objectives against achievement of longer-term
strategic goals. They require that sufficient data about financial and
other parameters of organizational performance are available,
assimilating it quickly and interpreting it objectively against
appropriate benchmarks.
Analysing situations Directors who are able to Analyse
Situations ensure that all of the relevant information has been
gathered, linking it together to establish cause and effect and to
identify any relationship between issues. They probe the facts and
challenge assumptions, ensuring that all aspects of an issue are
considered and debated thoroughly.
Additional skills
- Strong leadership and managerial skills;
- Excellent communication and interpersonal skills with a history of
successfully motivating cross functional teams to achieve results; and
- Strong critical thinking skills, with the flexibility to respond to
changing situations, shifting priorities, and new opportunities.
Reference number: OUP/FOD01/12
Finance and Operations Director
Supervisor: Managing Director
Location: Nairobi
Job summary
The jobholder is responsible for the efficient and effective management
of OUP EA assets by providing strategic and directive financial reports
to help management achieve efficiency, effectiveness and economy in
planning and implementation with the aim of profit maximization. S/he
will oversee the administration of the Finance and Operations
department.
Key responsibilities
- Provide leadership in all finance and operations matters pertaining to the East Africa Region.
- Oversee and manage the finance and operational functions for the
region and directly supervise the tendering process, asset management,
and warehouse and distribution activities.
- Oversee and manage the country IT function, IT resources, and information systems.
- Provide leadership in the development of financial accounting
systems and controls, maintenance of accurate financial information and
ensure compliance with the prevailing laws and amendments of the
relevant country and with OUP Group requirements.
- Direct and manage monitoring processes for budgets and financial
transactions, expenditure and investment, preparation of books of
accounts, establishment of internal controls, and ensure timely and
accurate financial reporting.
- Work with auditors to facilitate innovation and continuous improvement in operational, financial and IT procedures.
- Develop and implement an effective system for measuring and
rewarding performance, including Monitoring, evaluating and providing
guidance on performance expectations and completing performance
appraisals.
- Oversee the development and implementation of a realistic credit
management policy and stock take and continuously put measures in place
to ensure safety of inventory and prudent inventory management.
- Research and report on changes in regard to trade laws and
amendments of the respective country and ensure that such knowledge is
factored into the planning of the department’s strategy and procedures.
- Perform any other duties as may be assigned from time to time by the Managing Director.
Focus areas of responsibility
- Organisation strategy, annual planning and budgeting
- Financial management
- Administration and management of IT resources including SAP implementation
- Developing and managing talent
- Implementing and managing compliance process
- Warehouse and Operations Management
Organisational positioning
The following positions report directly to the Finance and Operations Director position.
- Chief Accountant
- Business Systems Manager
- Operations Manager
Academic and professional qualifications
- A Bachelors of Commerce degree in Finance or Accounting with professional accounting qualifications such as CPA (K), ACCA.
Experience
- At least ten years experience in a financial management role with
specific experience in streamlining and improving business systems and
good commercial understanding and experience in developing and
implementing strategic plans.
- SAP experience advantageous, but not required.
Managing Director – Finance and Operations Director
- Operations experience advantageous, but not required.
Core technical competencies required for the role
- Corporate planning, annual planning and budgeting
- Financial and managerial accounting knowledge
- Sound knowledge in and appreciation of information systems
Core behavioural competencies
Core competencies required for the role: The patterns of behaviour,
which will be required for a candidate to bring to the position in order
to perform the required tasks and functions effectively.
Strategy
Strategic thinking: Directors who possess Strategic
thinking are able to think broadly around the many issues which affect
organisations operating in increasingly complex environments. When
developing a strategy for their own organisation, they are able to take a
long-term view, to see beyond the obvious and to relate the potential
impact of wider issues to their own organisation.
Systems thinking: Directors who possess Systems
thinking understand that independent actions or activities can affect
disparate parts of their organisation. They are knowledgeable about a
wide range of functions across the business and how they interrelate,
taking account of the impact of change across functions when developing
strategy and considering change to existing systems or processes.
Awareness of the external environment: Directors who
possess an Awareness of the external environment are conscious of
developments and trends in the world at large. They consider ongoing
changes in society, government and legislation, their own industry and
market, imagining the likely impact of these developments on their own
organisation.
Initiating change: Directors who Initiate change are alert to
the need for change before that need becomes manifest in the external or
internal environment. They seek to influence changing events,
encouraging the implementation of new policies, systems and practices.
They are proactive in communicating the need for change to others and in
monitoring the effects of change on the organisation.
Culture
Quality focus: Directors who possess a Quality focus
demonstrate a personal commitment to high standards of excellence and
challenge others to meet or exceed those standards. They introduce,
develop and evaluate quality assurance systems and processes, creating a
culture of continuous improvement within their organisation.
Teamwork focus: Directors who possess a Teamwork focus
foster active co-operation among their colleagues in the pursuit of
Board goals, resolving conflict by exploring differences in an open and
sensitive way. They build team spirit and cohesion across functional
boundaries in their organisation, encouraging a ‘team approach’ to
problem solving and offering their own help and support.
People Resource focus: Directors who possess a People resource focus have consideration for and
respect the needs and feelings of other people. They are tolerant of
differing points of view, recognising and valuing others’ contributions,
abilities and opinions.
Organisational learning focus: Directors who focus on Organisational learning create an organisational
climate which encourages people to learn from their successes and failures.
They promote the development of systems and processes which enable all
of the organisation’s stakeholders to give feedback, and use this
information to re-focus business strategy, develop new organisational
structures, revise existing functions and identify new products and
services.
People
Communicating: Directors who are well-developed at
Communicating are, first of all, good listeners. They communicate with
others in a clear and concise manner and check to ensure that messages
have been understood. They gain influence by the effective use of
information, targeting their communication to meet the information needs
of their audiences.
Creating a personal impact: Directors who Create a
personal impact make an immediate positive impression on others. They
establish a rapport quickly and project an aura of authority and
credibility, persuading others to give their agreement and commitment.
In situations where pressure or conflict arises, they retain their
composure, using personal influence to achieve compromise.
Giving leadership: Directors who are good at Giving
leadership provide a clear sense of direction to others. They are ready
and able to take charge of a situation, organizing resources and guiding
others towards the successful completion of the task at hand.
Promoting development of others: Directors who Promote
the development of others actively seek to encourage others to develop
their own skills and talents. They create a positive organisational
climate which fosters learning and development by evaluating their own
and others’ performance fairly and objectively, providing honest and
constructive feedback, and acting as coach or mentor when appropriate.
Networking: Directors who possess the skill of
Networking use informal ’systems’ to get things done. They establish,
maintain and develop a wide range of contacts which enables them to
gather information and utilise the strengths and abilities of others in
order to enhance organisational and personal performance.
Operations
Governance: Directors who are skilled at Governance
know and understand their regulatory, fiduciary, and legal
responsibilities. They respect their ethical and moral obligations and
act with integrity at all times, setting high standards of ethical
behaviour for everyone in the organisation.
Decision making: Directors who possess the skill of
Decision making are willing to commit to a definite course of action and
can support or defend their decisions with confidence. They make firm
and timely judgements based on factual information and reasonable
assumptions, using a variety of information sources and management tools
and techniques.
Contributing specialist knowledge: Directors who are
able to Contribute specialist knowledge possess a breadth and depth of
technical knowledge and experience in their field. They maintain and
develop this knowledge throughout their professional lives, keeping
abreast of developments in their own and related industries and markets.
They are willing to share their knowledge and experience with others,
applying their specialist skill to improve the overall performance of
the organisation.
Managing performance: Directors who are skilled at
Managing performance seek constantly to maximise organisational
effectiveness by monitoring and reviewing performance. They strive to
balance performance based on short-term objectives against achievement
of longer-term strategic goals. They require that sufficient data about
financial and other parameters of organizational performance are
available, assimilating it quickly and interpreting it objectively
against appropriate benchmarks.
Analysing situations: Directors who are able to Analyse
Situations ensure that all of the relevant information has been
gathered, linking it together to establish cause and effect and to
identify any relationship between issues. They probe the facts and
challenge assumptions, ensuring that all aspects of an issue are
considered and debated thoroughly.
Additional skills
- Strong leadership and managerial skills;
- Excellent relationship management and communications skills
necessary for interaction between different functions and external
stakeholders; and
- Exceptional personal integrity, attention to detail and ability to work independently.
The offer
If your career aspirations match these exciting opportunities, please
write in confidence quoting the position title and reference number on
the subject of the email or cover letter on or before Friday 21st
September 2012.
Applications including your curriculum vitae, a working email
address, daytime telephone contacts, qualifications, experience, present
position, current remuneration, names and addresses of three referees
should be emailed to esdoup@kpmg.co.ke.
Applicants will also be required to provide the following:
- a reference letter from their immediate past employer.
- a character reference from an individual who has known the applicant for at least 3 years.
- confirmation from the professional organisation (for the Finance and
Operations Director) that they are a member in good standing.
Only short-listed candidates will be contacted
