Why PayNet / Why Now
- PayNet is operating at increasing scale and complexity, with multiple cross-division priorities spanning business, technology, operations, and risk.
- Execution often depends on alignment across Business / Operating Units, where dependencies, sequencing, and ownership need to be actively managed.
- This role sits within the CEO Office’s Enterprise Execution & Enablement function to strengthen delivery discipline across the organisation.
- The role is designed to flex across priorities as needed, complementing programme-level ownership by driving execution across the most critical enterprise initiatives.
- This team does not depend on hierarchy. It drives outcomes through execution discipline.
TL; DR
- Drive cross-division and cross-operating unit execution of priority initiatives.
- Act as part of the CEO Office “execution glue”, i.e. tracking real progress, not status updates.
- Proactively surface issues, unblock teams, and drive follow-through.
- Reports to the Head of Enterprise Execution & Enablement.
Why This Role Matters
- PayNet’s most important outcomes depend on multiple teams moving together across business, technology, operations, and risk, where gaps in alignment, sequencing, or ownership can slow delivery or create downstream risk.
- This role ensures enterprise-level execution discipline by actively tracking real progress, resolving blockers, and maintaining a single, coherent view of delivery across priorities, and is not about project tracking.
- A sub-specialisation of this role will also shape what should be prioritised next based on delivery capacity and enterprise priorities.
What You Will Actually Do
- Drive execution across cross-division and cross operating unit initiatives, translating priorities into actionable delivery.
- Track true progress, dependencies, and critical paths, maintaining a clear enterprise-level view of delivery.
- Drive feature prioritisation across selected services by maintaining a structured pipeline of validated pitches, and aligning bets to available capacity, delivery timelines, and enterprise priorities.
- Actively identify and resolve blockers, convening the right stakeholders and driving closure.
- Run a structured execution cadence, including milestones, escalation paths, and decision follow-through.
- Produce integrated, decision-ready reporting across business outcomes, technology readiness, and risk.
Examples of This Role in Practice
- An initiative is delayed due to cross-team dependencies; you align owners, clarify sequencing, and unblock delivery within days.
- A programme appears on track but lacks operational readiness; you introduce practical checkpoints (e.g. support, monitoring, rollback readiness) to prevent failure.
- Multiple teams are working with conflicting priorities; you drive alignment and lock a realistic short-term execution plan.
- Multiple feature ideas are proposed across services (e.g. DuitNow QR, MyDebit); you structure and validate the pitches, maintain a ready pipeline of options, and align stakeholders on which features to prioritise based on upcoming capacity and competing priorities.
- Leadership lacks visibility on true delivery risk; you surface key issues early and frame clear decision options.
- A portfolio shifts mid-cycle; you quickly re-prioritise the pipeline, re-sequence delivery, and maintain execution momentum.
What Will Help You Succeed
- Strong execution mindset and clear focus on outcomes and follow-through, not coordination or reporting alone.
- Ability to work across business, technology, operations, and risk domains.
- Able to drive outcomes across multiple senior stakeholders through influence, clarity, and execution discipline, without relying on direct reporting lines.
- Structured and disciplined with strong judgement on priorities, sequencing, and escalation.
- Experience in complex organisations with cross-functional delivery and multiple dependencies.