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
