Associate Director, Strategic Delivery

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Reporting to the Chief Strategic Delivery Officer, Hubs with a matrix line to the Chief Executive Officer, Singapore, this role is accountable ensuring that Singapore’s portfolio of initiatives deliver the required value and outcomes by establishing and running (i) a project / portfolio prioritization framework (ii) a project / portfolio reporting framework.

This role will also lead the shaping, setup, and execution of key initiatives across the Singapore team; this role will either directly act a project / program manager for such initiatives or provide oversight and guidance to those who are acting in such roles.

In achieving these objectives, you will need to be highly adept at navigating, communicating with and aligning a wide spectrum of stakeholders across a complex matrix organization whilst ensuring different perspectives and opinions are balanced. The stakeholders include but are not limited to C-level and other leaders in the Singapore business, Hubs, Regional and Corporate teams.

**Major accountabilities**

**1. End to end execution of key projects for 40%**: Work closely with Project Sponsors and project teams to shape and deliver project from initiation to go-live.
- Act as a trusted advisor and coach for Project sponsors and team members towards ensuring outcomes and objectives for each Project are clearly articulated and delivered within approved timeline, budget, scope and meeting all acceptance criteria across the various phases of the Project
- Ensure value delivery for each Project by managing each phase (in a traditional / hybrid Project approach) [more details below] OR by managing in a more agile-orientated approach
- Synthesizing content across multiple functions into clear recommendations to decision makers; ensuring a sense of urgency in overall execution

**2. Portfolio Prioritization & Management for 20%** (monitoring, analysis & insights)
- Work closely with the Singapore leadership team to translate Strategic targets into a prioritized portfolio of initiatives as part of annual business planning including:

- Bottom-up consolidation of a ‘wishlist’ of initiatives across all functions and areas with sufficient information to inform prioritization discussions
- De-duplicate and refine list of initiatives based on several rounds of discussions at various levels of the organization
- Lead workshops with SG leadership team to arrive at an aligned prioritized portfolio with appropriate sequencing keeping in mind resourcing and any other constraints
- Revisit prioritization with Singapore leadership team on a quarterly basis or on an as needed / ad hoc basis
- Establish a regular reporting cadence for portfolio reporting including but not limited to:

- Monitoring execution progress
- Monitoring of value / benefit realization
- Monitoring overall portfolio budget, spend and forecasts (in partnership with Finance team)
- Analysis trends across the portfolio to identify common risks & issues, recommend actions to the SG leadership team and take ownership of completing those actions (where appropriate)
- Present portfolio dashboard to SINGAPORE leadership team at Transformation Committee with emphasis on actionable insights

**3. Central point of contact for Project / Portfolio Reporting & Execution within Singapore & with key offshore delivery teams for 20%** (e.g. Bermuda / Ireland / India)
- Ensure all key stakeholders at Singapore level are kept regularly updated on overall portfolio status as well as status of key strategic projects that are of high importance / visibility
- Facilitate and, where required, chair management committees focused on Portfolio / Project oversight
- Act as central point of contact for any project reporting / updates required by other parties at Hubs, RO or Corporate level

**4. Project Execution Framework for 10%**: Own the implementation of framework at SINGAPORE BU level and act as practice leader. This includes but is not limited to:

- Working closely with Project / Program managers and Sponsors to ensure project management discipline is in place (project plans, resource plans, budget tracking, risks & issues logs)
- Ensure appropriate governance processes are being followed depending on size / complexity of the initiative. This includes providing context-appropriate advice based on specific nature of projects rather than simply going through a checklist
- Act as i