Specialist, Enterprise Performance & Board Affairs

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.