Oxford University Press East Africa Limited
Reference number: OUP/MD01/12
Supervisor: Regional Director – East and Southern Africa
Location: Nairobi
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
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
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
