Why PayNet / Why Now
- PayNet’s most critical decisions are shaped at Board level, where clarity, alignment, and timing directly impact enterprise outcomes.
- As scale and complexity increase, linking Board intent to real execution across the organisation is no longer automatic.
- This role sits within the CEO Office to ensure Board engagement and enterprise performance operate as a single, disciplined system; not separate processes.
- Works alongside the Head as part of the CEO’s extended office, driving substance behind Board discussions, not just coordination.
TL; DR
- Act as the engine behind Board engagement and enterprise performance for the CEO Office.
- Turn Board discussions into clear decisions, aligned stakeholders, and tracked outcomes.
- Own the corporate scorecard as the single source of truth for enterprise performance.
- Build and embed forward-looking ESG performance and reporting (not performative compliance).
Why This Role Matters
- Board effectiveness directly determines enterprise speed and alignment – this role sharpens both.
- Performance tracking must drive action, not retrospective reporting.
- Decision quality depends on how issues are framed – this role ensures clarity and comparability.
- Enterprise slippage often starts early and quietly – this role surfaces and corrects it before escalation.
- Requires judgement, discretion, and influence across senior stakeholders without relying on hierarchy.
What You Will Actually Do
- Shape Board materials into clear, decision-ready narratives, ensuring issues, trade-offs, and implications are explicit.
- Run the end-to-end Board rhythm behind the scenes (agenda shaping, paper quality, action tracking, forward pipeline).
- Own and maintain the corporate scorecard as a live, decision tool, ensuring accuracy and relevance.
- Track Board decisions and commitments, actively driving owners to close gaps and deliver outcomes.
- Build a forward view of Board priorities, aligning stakeholders ahead of discussions to avoid misalignment.
- Develop and embed ESG performance frameworks and reporting, integrating into enterprise scorecards and execution (not standalone reporting).
Examples of This Role in Practice
- A Board paper is unclear; you reframe the narrative to sharpen the decision required and align stakeholders upfront.
- A KPI is technically “on track” but masking delivery risk; you surface the underlying issue early and drive corrective action.
- Multiple divisions interpret a Board direction differently; you align stakeholders quickly to a single execution path.
- ESG is treated as reporting; you translate it into measurable metrics embedded in the scorecard and business execution.
- Board feedback is fragmented; you synthesise into clear actions with ownership and follow-through.
What Will Help You Succeed
- Ability to simplify complex issues into clear, structured, decision-ready narratives.
- Strong enterprise perspective; connecting Board intent, performance data, and execution reality.
- Confidence influencing senior stakeholders and challenging constructively without formal authority.
- High discipline on quality and detail, especially under Board-level scrutiny.
- Comfort working with performance metrics, translating numbers into insight, risk, and action.
- Sound judgement in balancing speed, precision, and stakeholder dynamics.